Putting people at the heart of transformation
Challenge:
A new global business services function was being established, bringing together the operational activities in Finance, Human Resources, IT and Procurement, into a single, integrated model.
Thousands of employees were directly affected. The rest of the organisation would need to adapt to new service processes and external provider relationships. The transformation required careful sequencing over 18 months to ensure cultural acceptance of the changes, minimal disruption to day-to-day operations and continued confidence in critical services.
Solution:
A cross-functional team partnered with the leadership team to co-create a detailed 18-month transformation blueprint. Change and communications were embedded alongside operational milestones from the outset.
The activities for the first six months were mapped out in detail, beginning with announcement day. To prepare for launch a clear strategic narrative (outlining the rationale and long-term value creation opportunities), Q&A and leader briefing packs, CEO and leadership communication, a distinctive brand identity for the new function were developed and translated for global consistency.
A critical priority was preparing more than 100 country and functional leaders to deliver the communications confidently and hold sensitive conversations with clarity and empathy. These leaders were onboarded two weeks ahead of the global announcement – a deliberate decision requiring trust and maintaining confidentiality. They delivered a tightly coordinated launch week. All employees received the CEO communication, and thousands participated in townhalls, team sessions and 1:1 conversations.
Insight:
Organisational transformation succeeds or fails on managing the human side of change as effectively as the operational changes. Agreeing communications and change principles early, equipping local leaders before go-live, and recognising that the announcement is just the start of the journey proved fundamental.
Impact:
Employee feedback indicated that the rationale for the change was clear and that leaders felt prepared to engage and support their teams. Over time, the opportunities for teams to shape elements of the new operating model helped build commitment and created an engaged foundation for future success.