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A 12-country business transformation and ERP challenge… – Part 3: Transition Management in a Multi-Cultural organization

Friday, December 16, 2016 By Poul Kjær

It was a real eye-opener for the KRONOS Management team, when we organized the Leadership Alignment Session.

The aim of this session was to understand the vision of KRONOS. In our opinion a vision needs to be feasible, obtainable and have clear goals and objectives.

At first the KRONOS vision seemed to answer these qualifications, at least when we talked to the management team as a group, although when we presented our vision & strategy questionnaire to the different members individually, it became clear that not everyone shared the same vision.

These are a few of the questions we asked the management team:

  • Can you explain the vision in 5 minutes or less?
  • Do you understand how the vision affects your department?
  • Are you motivated by the vision and believe that achieving the vision will make KRONOS a stronger business?
  • Do you believe that the vision is flexible enough, considering changing market conditions?
  • Do you believe that the vision is feasible?
  • Do you think that all the corporate strategies KRONOS have in place support the vision?
  • Does KRONOS have the skills necessary to act on those strategies?
For Kronos, we decided to keep the questionnaires anonymous.

People must ‘feel’ the need to change based upon it; the alternative of a status quo, should contain more risk. A better understanding of their organizational culture was needed to make sure that the project has a fully committed management team.

Key takeaways:

  • A vision needs to be feasible, obtainable and have clear goals and objectives.
  • People do not always tell the whole truth when in a group setting, therefore individual interviews are necessary.

The next chapter, will feature the preparation of the Business Process Optimization.

CLICK HERE TO READ PART ONE AND HERE TO READ PART TWO

 

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