Create overall buy-in + kick-start transformation

Context

The top management of a global media group wanted to install a new Continuous Improvement (CI) culture in all its companies (>50 companies worldwide). To convince the group management, (a) the top management of 4 different newspapers needed to be motivated into embracing this change, and (b) the effect and impact of the CI approach needed to be proven on the ground in these 4 companies.

Our Mission

Design and run pilots in each of the 4 companies proving CI works
Design and start the construction of an organisation able to push this change forward
Support/guide the design of the overall change program and program office (organisation, methodology, roll out, trainings, motivation of management….)

CSI Business Consulting-newspaper printing

Results

7 pilots ran successfully:
- Proving that CI works very well in a media environment (savings realised: 10-20 % of total cost base (i.e. 7- 8 x the investment) – in admin, distribution ,sales, editorial)
- CI approach vividly embraced by local management in these 4 companies
Educational program for top management in the 4 companies and Group designed and executed by the company CI team (coached and trained by CSI), which contributed significantly to convincing the local organisations
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 off with waves of up to 8 other simultaneous improvement projects

Approach

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.
Building the CI organisation 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
Solutions within the different pilots were identified, designed and implemented by CSI working together with 3 client teams of 3-5 people each - applying Lean six sigma manufacturing principles to newspaper operations.
Continuous improvement culture was installed in the pilot departments through visual management, clear KPIs and constant communication and problem-solving events.
The success of the pilots guaranteed the buy-in and ownership of the total transformation by local and group level top management.

CSI Business Consulting-checking print details

Main challenges

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