Context
This major player in the distribution sector was transforming its operations continuously to achieve better cost performance and remain competitive.
The process changes to be implemented were increasingly complex as projects became more end-to-end. This increased complexity created huge dependencies and organisation inertia. These issues had to be addressed in a structural way.
Within the main operational department (collection & distribution) a new role was created to this effect – BTO Manager. CSI took up this role and was responsible for the facilitation of the change implementation.
Our Mission
- Shape and execute this new BTO role
- Responsible as functional head, of the 5 regional project coordinators, responsible for coordinating and driving (together with local management) implementation in 500 distribution offices
- With line managers, realise key change projects and achieve related objectives within collect & distribution network (20.000+ employees)
- Co-operate closely with the Operational Development department to ensure a smooth transition from design phase of projects towards implementation
Results
- Exceeded target reduction of ~1000 FTE
- Rolled-out key projects needed to realise following year’s objectives (~800 FTE reduction)
- Program and planning for next wave of reorganisation developed in detail, and all players aligned to deliver projects and impact in subsequent year
Approach
- Design of the initiatives:
- Dedicated project managers and/or teams (depending on size of the initiative) shape the project. BTO steered the design into ‘implementable’ projects and suitable ‘implementation package’ (documentation, communication material, timely logistics, …) and organised those projects into a logically structured program.
- Intense informal communication with various parties to align and facilitate progress
- Steering of the implementation:
- Centrally determined principles: reorganisation process, targets regarding working principles, timing and savings
- Developed accountability for local managers: responsible for realising savings within target timings, but able to adapt reorganisation to local circumstances
- Coaching and support for local management
- Installation of a dedicated project structure: 5 regional project coordinators, reporting hierarchically to the 5 regional managers, and reporting functionally to the BTO
- Training of project coordinators by the BTO to become the experts on the reorganisation (principles, …) and responsible for coordination and follow-up within the region
- Intense focus on information sharing and (simple) tools to help the field to understand and realise the change
Main challenges
- Communication towards 5 regions / 500 offices and ensuring implementation stays within guidelines, while in the meanwhile allowing for tuning to local circumstances to realise objectives
- Ensuring willingness and motivation to change despite strong union opposition
- Work around lower skill levels and lack of drive for “high quality”
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