Case Studies
Enabling a digital strategy
Situation
A global New Zealand corporate needed to upgrade its MS Office products and related base systems to enable a forward thinking digital strategy. The deployment included multiple locations on and off shore, a very tight timeframe and resource constraints.
What we did
We developed a change strategy and plan that considered all of the constraints. It included clearly defined change outcomes, from minimal disruption to day-to-day business through to employees being willing to install and use the upgraded versions. Our approach ensured a branded awareness raising campaign that pulled together all of the different aspects under one umbrella. We engaged managers to prepare their teams and communicate expectations that the upgrades would occur and how they would be supported. We provided friendly on-site support for the few days immediately following deployment. We measured progress and uptake. We modified each deployment phase based on learnings from earlier rollouts. We deployed weekly.
Business outcome
Turning a business operating model on its head
Situation
An organisation with low levels of change experience was replacing their core business management system. The change implications were a complete change to the way it operated as a business.
What we did
We provided an experienced change lead within the project team to develop the change strategy for the system deployment, assess the process changes, understand the impact on roles and design and oversee the training. We also provided specialist change support to the Business Sponsor in organisational design, engagement and preparation of business managers and the design of a management and measurement framework for post implementation.
Business outcome
Creating a new global digital sales channel
Situation
An organisation was introducing a new global sales channel that would affect the way products were sold. This would also require a change in both sales force and customer behaviour.
What we did
We clearly defined the change, the implications for all parties (roles) and how we could measure success. We clarified the role of the project team in enabling the change and the role of the sales teams in delivering the change. The change approach meant treating the sales teams around the world as a customer of the project team so the sales people could engage and prepare their end customers. Once the relationships were established the active involvement of the sales teams ensured that all of the change activity was truly effective for the customer. This included conference calls, systems demonstrations, training, practice time and on-site support via the account managers. Global customers were engaged and informed throughout the process by senior leaders in the business.
Business outcome
Aligning A Post-merger Leadership Team
Situation
Two organisations had merged creating role changes for the operational leaders.
What we did
Facilitated a series of leadership workshops that enabled the group to discuss and reach alignment on the following:
Business outcome
The leadership team was equipped with clarity of purpose, a sense of place in the organisation and confidence to move forward with their teams.