Client
A global automotive supplier of electronic products. In 2010 the company had with more than 1000 software, hardware and mechanical engineers all over the world. The compliance to industry standards (Automotive SPICE, CMMI, TÜV) was ensured by a strong internal standards and processes.
Summary
The engineering organization was willing to implement ALM (application lifecycle management) system covering the product development process. The new system had to be applied globally and thus impact the way of work of the entire organization.
The business transformation had to be designed basing on the planed change considering three main flows: organizational development, communication strategy and training program.
The conceived approach enabled the preparation of a strong and consistent business transformation strategy. The changes were qualified and quantified in a way to induct materials for the business transformation flows.
Challenge
Most of the changes were on deep details level. This is why the method needed experts with excellent understanding of the current way of work.
The communication and training plan had to be coordinated with the HR department. The preparation expected specific tools and skills for the preparation of video materials that were not available in the project team and in the HR department. So the project team had to be adapted and a tool – purchased.
Process
The ALM technical documentation was used in order to collect the changes between the AsIs and the ToBe process. After identification, all changes were evaluated according the list of criteria:
- Impacted Process / Activity / Task / Role
- Type of change (according business specifics)
- Expected perception and level of resistance
- Level of the impact (policy / process / standards / way of work)
Decision on communication and training strategy
Results
The business analysis used for Technical definitions was re-used also to build a strong communication strategy and tailored training program.
The Blue Bees’ approach ™ prepares a predictable transformation for all organizational roles.
The early involvement of subject matter experts (who often are also informal leaders) facilitates the acceptance of the change.