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Organisational Change

The Context

The organisation, a large multi-national engineering company, had a diverse portfolio of products and client base.  While operating under a single brand, the company was in effect a group of distinct operating companies.  Through the introduction of an ERP system, the business had determined to introduce standardised processes across the diverse businesses.  Horizontal business processes would now be transposed across vertical business units.

Implementation

In order to maximise the impact of the new processes, a redesign of the organisation’s roles was conducted.  A review of the organisation structure was also undertaken leading to the centralising of several key roles.  A full suite of roles was designed and a competency framework was laid over the new organisation. A role to position mapping exercise was followed by a detailed knowledge and skills gap analysis.

Outcomes

By conducting the organisation design upfront, the business was able to ensure that the organisation was in a position to accept the new business processes.  Involving the business units in both the role design and the role to position mapping increased the buy-in of the line managers to the whole change process leading to a successful adaptation of the new ERP.

© HR Dynamics, 2012