Case: understanding progress on a Change plan

May 21, 2024
1
 min read

How an industrial Multinational organization measured progress on its change plan and understood what to adapt.

Situation

A multinational industrial company had started a strategic change program 1 year earlier. It initiated the implementation phase 6 months later with a major communication effort and needed to understand progress.

Approach

The Top 100 managers were invited to a one-hour interactive Synthetron discussion. Synthetron consultants moderated the session and asked them multiple questions. We asked them to share their own elevator speech and their observations on the day to day impact of the new strategy to understand alignment and engagement. We then asked them to reflect on the change, the obstacles they experienced and what they understood to be the key enablers going forward.

Results

The Synthetron management report gave insights into the situation assessment, the main obstacles, and the conditions for accelerating the implementation.Management was surprised by some of the arguments and their support.

The Change Manager found that this gave much richer feedback than interviews and the outcome confronted management with the reality in the trenches.

Specifically, the client realised that:

  • The communication efforts had not created sufficient ownership
  • They needed to address a main obstacle which was new to them
  • The priorities and key levers they needed to address
  • Which of their ingoing management hypotheses were confirmed or not and why.some text

The roll out plan was subsequently adapted.

Full name
Job title, Company name
Contributors
No authors found.

How an industrial Multinational organization measured progress on its change plan and understood what to adapt.

Situation

A multinational industrial company had started a strategic change program 1 year earlier. It initiated the implementation phase 6 months later with a major communication effort and needed to understand progress.

Approach

The Top 100 managers were invited to a one-hour interactive Synthetron discussion. Synthetron consultants moderated the session and asked them multiple questions. We asked them to share their own elevator speech and their observations on the day to day impact of the new strategy to understand alignment and engagement. We then asked them to reflect on the change, the obstacles they experienced and what they understood to be the key enablers going forward.

Results

The Synthetron management report gave insights into the situation assessment, the main obstacles, and the conditions for accelerating the implementation.Management was surprised by some of the arguments and their support.

The Change Manager found that this gave much richer feedback than interviews and the outcome confronted management with the reality in the trenches.

Specifically, the client realised that:

  • The communication efforts had not created sufficient ownership
  • They needed to address a main obstacle which was new to them
  • The priorities and key levers they needed to address
  • Which of their ingoing management hypotheses were confirmed or not and why.some text

The roll out plan was subsequently adapted.

More Case Studies

Arrow right
Arrow left
Schedule a call
Arrow right
Get in touch
Arrow right
By clicking “Accept All Cookies”, you agree to the failure of cookies on your device to enhance site navigation, analyze site usage, and assist in our marketing efforts. View our Privacy Policy for more information.