Case studies

The project resulted in:

clarity on ownership for advocacy function top-to-bottom and a clear sense of belonging for the entire A&I tribe
a common guidance on how to work most effectively and with increased impact
clarity and uniformity in structure and key processes across the organization
increased visibility and impact of key A&I roles
a common competency framework and options for individual career development

Benefits and results

Solution

A global playbook was defined with ready-to-use recommendations on organization, structure, reporting line and level, role profiles and capabilities while at the same time allowing for local adaptations and adjustments within one common frame.

The client lacks full:

transparency regarding the true organizational size of its’ A&I function
consistency in reporting lines and levels
standardization and harmonization of structure, processes and responsibilities across countries, divisions and brands
awareness of internal role models and best practices and
commonly defined A&I expert capabilities

Challenge & Pain points

A market leader in the use of Advocacy and Influencer (A&I) Marketing called for a fresh look at its’ organization in order to maintain and extend its’ leadership and competitive advantage.

Additionally, high organizational complexity, differing organizational approaches as well as unequal levels of A&I capabilities across countries and divisions required harmonization and standardization.

Project Context

Organizational strategy and target operating model design for a global FMCG company

Clarity on the leadership role and responsibilities, specific guidance and tools to manage the day-to-day, increased levels of self-efficacy and confidence, a model and process for sustainable change.

Benefits and results

Solution

With an inclusive, multi-stakeholder approach, a fresh and shared understanding of leadership was established. A leaders’ handbook was developed outlining

the ideal leadership target state
guiding principles for leadership
core and non-core activities of a production leader
a selection of leadership tools
a systematic, result-oriented meeting cadence and culture in order to help set priorities in a volatile, high pressure environment.

Amongst the group of production leaders, a handful of seasoned change advocates was identified and trained, serving as a support and coaching squad for their peers.

Leaders of the production unit were frustrated by:

Increasing operational and administrative duties (partially caused by adjacent support functions)
Rapidly changing priorities (due to inconsistent decision making and unsystematic guidance by management)
Intensive involvement in operational troubleshooting (only leaders had the relevant expertise)
Which resulted in neglection of their leadership duties

Challenge & Pain points

The client’s business was affected by the pandemic through exceptionally high product demand which resulted in maximum production capacity utilization. The production unit ran 24/7; 7 days a week. The rising need of qualified production personnel was difficult to meet. Novices and new joiners needed training and onboarding by the existing staff. Workload was high and overtime increased. The production team’s performance was not sufficiently recognized by other support functions who demanded increasing administrative tasks from production leadership.

Project Context

Leadership enablement and change management for a production unit of a midsize manufacturer

A systematic process and program aligned with business needs and priorities to ensure a continuous and well-fueled talent pipeline. An incentive for high performers with an ambition to grow their leadership capabilities and skills. Room for sparring and exchange with like-minded peers. A strong differentiator towards competition.

Benefits and results

Solution

The global program for future leaders spans across 12 months allowing for fresh high potential cohorts every year. The program consists of different phases and is managed by HR. Success factors of the program include top management accessibility, tailored coaching and mentoring, cross-functional learning and sparring groups, virtual and face-to-face events as well as space for self-paced learning and reflection. Content and learning is delivered by internal experts as well as external moderators, facilitators and trainers.

In the past, scattered regional or local talent initiatives have existed but not one with a holistic, cross-functional and global scope. In past instances, strategically relevant positions needed to be backfilled but a) there was little visibility of available talent and/or b) the talent was not yet prepared to take the job.

Challenge & Pain points

The client realized a need for one global talent pool and program to systematically develop high potentials into leadership roles and to do that across regions. The intention was to systematically fill vacant key leadership positions with suitable program participants.

Project Context

Concept design and implementation of global future leader program for multinational in B2B

Key stakeholder engagement, data-based and prioritised suggestions for process revamp, realistic timeline for implementation ensuring availability for the upcoming performance assessment cycle, inclusive change management and communication.

Overall: a simplified, user-friendly and modern annual performance review.

Benefits and results

Solution

Five strategically relevant evaluation categories were developed to systematically and objectively assess the existing performance review process. A mix of internal information and opinion as well as external best practices and benchmarks were used to holistically identify those process areas which required change or improvement. The list of identified pain points across the five evaluation categories were weighed and prioritized. A profound recommendation for enhancement was defined with a complementing plan for change, stakeholder onboarding and system roll out (including internal IT and an external system implementation partner).

Shortly after the process renewal was initiated the project owner changed jobs leaving some work unfinished. Handover and documentation was fragmented and incomplete. A data-driven, objective rationale behind the initiated concept renewal did not come across.

Challenge & Pain points

A changing business environment and modern workforce expectations triggered the revamp and renewal of the existing performance review process.