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
- 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