RESULT
Organizations of every size experience processes of change management very often. These could be any of the below.
Each of these changes may be different in complexity (which may increase, change, or change) and size (which may affect region, business, entire country or the world); but the whole basis of this change is always human.
Changing habits, practices and behavior does not happen naturally or overnight, it is a process that must be done continuously and purposefully. Each change management process must be unique to solve different problems, and organizations must be prepared to work hard to adapt these changes to achieve their strategy or objectives.
We support our clients in guiding their staff and stakeholders through a journey and making them champions of the change through a series of targeted actions:
Establishing the purpose of change: clarity on the current and future desired state
Communication Strategy and Plan considering stakeholders affected
Training plan: for leadership and other impacted audiences
Evaluation of necessary adjustments in remuneration and benefits and other management systems
KPIs and governance to monitor progress and resistance
Nonetheless, we know that the success of every transformation cannot rely solely on the people. Integration believes that true transformation can only be generated through the connection between Leadership, Planning AND Change Management.
LEADERSHIP (WHY): responsible for identifying the need for change and the extent of disruption or evolution. Leaders need to be prepared to drive the change.
PLANNING (WHAT): a new ambition demands the right resources and coordinated activities to deliver the results.
CHANGE MANAGEMENT (HOW): generating the co-creation movement that connects aspirations to reality, respecting culture and individuals.
Therefore, in the delivery of our projects, we focus strongly on the HOW element, but we also maintain the connection and ensure the delivery of the other pillars also. Our equation to achieve this connection is respect, cooperation, consistency and ability to adjust to reality.
Change Management has been present in Integration’s DNA since its foundation. It is part of our mission to ensure organizational transformation and leave a positive heritage with our clients.
No matter whether you work with us on a ‘Change Management’ project or a ‘Strategy’ Project, throughout our work we focus on building recommendations and solutions which are truly implementable. This means listening closely to everyone from leadership to the factory floor, understanding stakeholder conflicts, understanding culture and values, building collaboratively the solutions and communicating with everyone impacted. It is simply our way of doing consulting and all our consultants exhibit these attributes from Day 0 of any project.
Thus, Integration has a very well-rounded experience in Change Management, applying this methodology to projects of different natures and sectors. Our main differential, being a strategy consulting firm, is to always connect the human aspect with the business. Our goal in the end is to achieve the strategic objectives through people.
In Integration’s tried and tested methodology, we always consider 6 aspects:
CHALLENGE
A UK-based supplier of food and beverage ingredients to the global market has implemented SAP across all of its global operations, with the exception of one last region worth mentioning, Latin America. This process should be done simultaneously in 5 countries, each with different current processes, laws and cultures.
The project management team is not located in a country where the project will be implemented; therefore, in addition to the challenges of various national presentations, the leadership of the project has expanded worldwide.
APPROACH
Integration oversees all change management operations and helps clients determine what changes are needed in each country.
To achieve this, we worked with SAP experts and executives from each country to create a strategic plan that identifies these requirements, including content, issues and leadership.
This frame; communication planning, information sharing, golden rules for the culture of the future, education, evaluation, etc. The project was successful and covered 5 countries and leadership levels.
RESULT
The important thing is that the change does not affect the business from day one and the company leadership sees it as a successful SAP they have achieved, both change business and business planning change.
SAP users in five countries feel empowered and ready for change, receive adequate training – they understand new processes, procedures and ways of working, they support and promote new cultures..
CHALLENGE
One of the most beautiful customers in the world reviewed its logistics network in Brazil and decided to consolidate its production facilities to improve its operations. They asked for union support for the management change of two factories and a warehouse that were closed.
The main purpose of calling our support is to respect and respect not only the 732 professionals involved in the closure, but many other stakeholder interests that are somehow relevant. One of the main concerns for stakeholders is trade unions, which can force production stoppages and cause economic disruption if exchanges are made with people for whom work is not done respectfully and fairly.
APPROACH
The project should focus on communication with internal stakeholders (employees and unions) and external stakeholders (value chain and wider media). We’ve helped our clients develop a communication and messaging strategy by bringing together a variety of professional services, such as speech writer/speaker production journalists and expert advisors to assist with discussions.
This is integrated into detailed D-Day and D+1 hour planning in addition to general change management such as communication strategies, storage planning and stakeholder management.
This provides a coordinated communication decision for the company as well as control to avoid movement risk.
RESULT
Factories and warehouses are closed without interrupting the work so that there is no disruption in work and operations during the move.
The important thing is to discuss negotiations with the unions to support the movement and help us follow the situation with our workers. In the study, we found that internal experts said they were respected, which in turn led to maintaining the company’s good external image.
Also, as part of our retention plan, we map employees who want to move within the company and match them to the needs of employees elsewhere with as little disruption as possible.
CHALLENGE
The company decided to combine two of its four joint ventures to achieve synergies in the food industry, such as customer service, increased sales capacity, broadening business knowledge and developing the business.
Power directly affects nearly 1100 professionals working in independent structures. The biggest challenge is the integration of the two companies (with all the different cultures and competitive history between them) to define and provide the necessary culture to support the new business.
APPROACH
Integration Support The customer plans the integration to have the two divisions working as one company within 6 months.
For this, we work with project managers to ensure that the company is transparent, unified and one-sided. The next step after the strategy is created is to define the culture and organization needed to support the strategy.
In both waves of restructuring, we have ensured that both operational and people-centred changes are integrated with the appropriate level of focus and quality. During this process, we managed to establish regular communication with internal stakeholders and external media, and assisted in many important events such as being announced at the conference every year.
RESULT
The new company is successfully integrated both internally and externally, retaining the expertise of the two companies, defining and promoting the new culture, and equipping it with a team and leadership.
We have no loss of volunteers throughout the process, no brain drain, no “noise” inside, and according to research, experts think they are part of the new company.
CHALLENGE
Faced with changing consumer behavior, our client, a global home supplier, had to rethink its business model in order to survive.
This means changing the way users do business, relationships with suppliers, supply chains and digital resources to improve the level of service for their goods while improving the economy. This is a huge change affecting processes, methods, designs and thinking across all businesses in Europe.
APPROACH
Integration supports the customer in 4 key areas:
RESULT
We offer a detailed and pragmatic 2-year approach to the entire business for clients. These joint ventures ensured a smooth transition for workers in 17 countries across Europe.
Specifically, our actions to create stakeholders in each country and to network and train these groups have led to better collaboration and optimizing the way teams adapt to new working models.
CHALLENGE
A worldwide multinational sportswear organization needs to improve on-time delivery of global business plans (OTIF).
The main issue to be addressed is the way the group works. Discussions with employees revealed a lack of clear commitment, employee support, inability to set priorities, unclear roles and responsibilities, work issues, and unclear decisions or recommendations.
APPROACH
The partnership supports the client in creating and implementing new regional workflows for global communication. We solved it:
RESULT
Competitive motive as a proof of design and execution is the shortest OTIF from the customer. But in addition to improving performance, we build strong teams, commitment and understanding through collaboration throughout implementation. This means that the team feels it is part of the development process, not its purpose.
Ultimately, this has led to a whole new way of thinking in team communication that focuses on planning, execution, collaboration and OTIF outcomes. The model is considered a model for use by other companies.
Over the years, we have had the opportunity to support the transformation of many countries from Brazil to Chile, from Colombia to Mexico, from the USA to Germany, from the UK to Turkey, from Russia to Indonesia.
From a business perspective, this allows us to work in business, finance, chemistry, advertising and entertainment, wholesalers and distributors, healthcare, pharmaceuticals, communications and consumer goods such as food, beverage and health, beauty and personal care. .
Using our methods in these diverse settings gives our experts a deeper understanding of how they can influence change across cultures and contexts.
Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.
Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst
Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA
Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.
Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies
Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal
Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.