Implementation Effectiveness: Case Studies
Business Challenge 1When the largest consumer electronics retailer in the United States acquired the largest consumer electronics retailer in Canada, significant change management efforts were required during the integration.
The many facets of leading this large scale change included defining and communicating the business case and rationale for the acquisition, assessing the culture, defining organizational capability, engaging employees, managing resistance, tailoring motivation to drive performance, securing executive sponsorship and mitigating risk.
Employee engagement increased as the integration progressed and all projected synergies outlined in the initial business case were achieved within the anticipated timeframe.
Business Challenge 2An industry leader acquired a small, entrepreneurial service organization, known for its’ unique culture, with the desire to replicate the successful business model across the larger organization.
Isolating the small company from the larger, bureaucratic organization allowed a culture assessment to be conducted. Attributes of the culture which bred employee satisfaction, enthusiasm and loyalty were defined along with those that promoted customer allegiance. A plan was created to develop these attributes within the culture during the nation-wide expansion of the acquired organization.
Market share increased dramatically and customer satisfaction remained high as the unique service organization was introduced across the entire country in a one year period. The culture proved scalable as the expansion took place rapidly, largely due to effectively isolating the key cultural attributes, hiring to support those and ensuring environmental variables (such as compensation, rewards, scheduling) were aligned.
Business Challenge 3Embarking on it’s first ever acquisition, a Fortune 200 company recognized the importance of assessing a cultural fit with the intended target and sought help in identifying the similarities and differences as well as developing a plan to bridge the gap.
A cultural assessment was conducted first with the acquiring organization to establish a baseline against which cultural attributes of the target organization would be compared. Using the same criteria, a cultural assessment was conducted within the target organization and the results were analyzed. A comparison was made and similarities were identified as leverage points. Significant differences were also identified and the impact was determined so that an appropriate plan could be developed to mitigate this risk.
As a result, integration plans were modified to leverage similarities. Significant differences were identified and their impact determined so that a plan could be developed to mitigate the risk.
Business Challenge 4Moving from an informal, paternalistic ad hoc culture to the performance based, process driven culture required for implementation of Lean Six Sigma was a challenge facing a billion dollar, global organization. An aggressive goal of full implementation within one year was set with an additional caveat that the program would be self-funding within that same time frame.
Drawing on expertise in culture change and managing large scale organizational change, efforts were undertaken to secure executive sponsorship, create organizational readiness, develop and execute a training and communication plan and realign incentives, compensation and reward systems to support the desired culture.
Full implementation within one year was achieved with over 400 employees trained and more than 50 projects completed. The increased revenue or cost savings associated with these projects led to the goal of self-funding being achieved as well.