Create overall buy-in and prove potential for a total transformation within Schibsted, a scandinavian global media company
Design and run pilots in each of the 4 companies proving CI works
Design and start the construction of an organization able to push this change forward
Support /Guide the design of the total program and program office (organization, methodology, roll out, trainings, motivation of management….)
7 pilots ran successfully:
Proving that CI works very well in media environment (savings realized: 10-20 % of total cost base (=7- 8 x the investment) – in admin, distribution,sales, editorial)
Local management in these 4 companies embraced vividly the CI approach
An educational program for top management in the 4 companies and Group was designed and executed by the company CI team (coached and trained by CSI)– the program contributed significantly in convincing the local organizations
Demand for similar pilots grew fast throughout the 4 companies and beyond
The Group and local Top management endorsed a full transformation
Resources and structure to support the kick off of the total change program were put in place.
Roll out then kicked of with waves of up to 8 other, simultaneous improvement projects
The group VP of the Organisation testified:
“Your extraordinary patience with people, relentless persistence and ability to multitask so many different work streams have made this program the success it is.”
To start the whole exercise, a pilot selection process was put in place by CSI – 7 pilots spread over several waves were selected and staffed.
Solutions within the different pilots were identified, designed and implemented by CSI working together with a 3 client teams of 3-5 people each – applying Lean six sigma manufacturing principles to newspaper operations.
The building of the CI organization was based on education and intense coaching of local teams and the overarching team going through:
a diagnostic phase, identifying key issues and estimating the potential
a pilot phase, adapting tools, designing new ones and tuning them – an implementation phase
bringing all tools and coaching to the individual teams
Continuous improvement culture was installed in the pilot departments through visual management, clear KPI’s and continuous communication and problem solving events.
The success of the pilots guaranteed the buy-in and ownership of the total transformation with local and group level Top Management
Continuous sustainable improvement was installed through strict performance follow up (KPI tool + Store evaluation tool designed by CSI), local and EU permanent “Lean” staff, and the creation of an internal “Lean” Network leveraging best practices
Main challenge was to get both top management and staff excited about a new approach, a new culture …
… in a setting where resistance to change was strong
… when nobody felt the need to change
… where top-management was very skeptical of this new “buzz”
… where the culture did not allow any push of change (we had to create demand)
… where long time traditions were in contradiction with CI principles