Transforming a pan-European manufacturing group

This large manufacturing group found that its decentralised, country-based manufacturing units were unable to compete in a changing global environment. Following a buy-out, ChangeTracking was used to monitor the impact on performance across the corporation as major changes were implemented. Repeated cycles were carried out with staff across 12 countries in 11 languages. Executives quickly identified high-performance and high-risk groups across this very broad geographic scope and could monitor people’s responses to their change initiatives, such as branding redefinition and SAP implementation. Training programs and other HR interventions were implemented to ensure that the high-risk groups were able to make the changes required. Throughout the corporation, managers used ChangeTrack results to assess progress and make necessary adjustments.

An in-depth management program was designed to make potential leaders more aware that improving ‘people skills’ would help them achieve business objectives. Experiential learning, supported by ChangeTracking research, allowed skills to be developed in key people-management areas, including people leadership, building high-performance teams, communicating effectively, adapting to change, resolving conflict and cross-cultural issues. Because the energy and momentum for change was maintained, the change process was accelerated without risk of losing commitment. Significant performance improvement was achieved quickly, despite the rapidly changing environment. The corporation maintained its leading position in the market.

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