Several ambitious programmes were established to deliver transformation. The client faced three challenges:
- It needed to define the business processes to inform the development of a single, common set of systems to work across all of its European operations.
- Managing the business change resulting from implementing the new systems.
- Designing a new centralised buying operating model and ensuring it is supported by the new system landscape.
Our view was that the change needed to be driven from the business and what it needed to be able to do, rather than what technology allows it to do. Thus we engaged stakeholders across all functions and all operations within the business to:
- Design a business process framework and associated processes that detailed how functions and teams across Europe would work in the future, performing tasks in a common way. This informed the development of ERP (Enterprise Resource Planning) functionality. The framework has become the ‘anchor’ for the business, acting as the single go-to source for understanding the new ways of working.
- Work with the business to develop change methodology and the construction of a change toolkit. This helped introduce and sustain the change as the ERP was rolled out across the operations in Europe.
- Informed by our commercial and operating model knowledge, we completed the high-level design of a new centralised buying operating model, defining the business requirements and how the design aligns with the current ERP rollout.
- We supported the client with the detailed design of the new buying model and defining the change impacts to ensure that the business was prepared for the change.
We built strong relationships with stakeholders, enabling us to get into the detail of the needs of the business. We were able to align stakeholders around common ways of working and ensure they were equipped with the right tools to manage and sustain the change.