The very nature of doing business today means that change is a constant reality to organisational life. The individuals in your organisation will need to transition, to flex, learn, and adapt, often loosening up the practices, structures, habits, and behaviours which have been successful in the past. I have managed many engaging change programmes such as introducing new ways of working like lean, new ERP organisation systems like SAP, or implementing a new organisation structure. My approach brings together the best change management practices with a pragmatic understanding of the realities of working in business today.
I worked alongside the business project team to develop clarity on the key changes required in mindset, knowledge, skills, and behaviours to enable the business to succeed.
I then led the design of a highly interactive, business simulation workshop aimed at creating a companywide understanding of the business and the importance of customer focus.
I have co-delivered the workshops to all employees helping to generate a line of sight for how their individual contributions deliver success in the new organisation.
Further work on the business ways of working will follow.
Right from the start it was important to establish clarity of roles and responsibilities within the new structure. Once this had been agreed at a senior HR level a clear cascade throughout the HR organisation was delivered.
I ensured that throughout the Voice of the Customer was a constant focus. Devolving responsibility to the line managers is to expected however overloading line managers can ultimately damage the profitability of the organisation.
By creating a protocol for how continuous improvement ideas to HR Practices are launched ensured the impact on the ultimate customer was reduced, HR policies were developed with the end user in mind therefore building in efficiency and pragmatism.
Introduced the Heads of Business and HR for each of the subsidiaries to the principles of SAP and SSC, and gained their commitment for resources to support a feasibility study.
I then led a project team to establish a detailed analysis of the current state, legacy systems, HR processes and headcount. It was really important to retain commitment from the subsidiaries throughout the project.
The Project Team then created a full business case and transformation plan which was presented and approved by each of the subsidiaries and Head of Transformation.