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Case Story: Building change capability in a major operating model shift

The Company

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  • Global organization operating approximately in 200 countries

  • 1000 employees working for the function under renewal

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Background of the transformation

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The client organization is redesigning the operating model of a key function. The transformation aims to unify the function and improve efficiency by renewing end-to-end processes and redefining roles and responsibilities. Planning for the renewal began in 2023, and  restructuring of the organizational model took place in fall 2024. Given the magnitude of the change, the transformation is expected to take several years to complete.

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To support leadership’s shared understanding of the change — and to strengthen their ability to navigate the more complex aspects of the transformation — we co-designed a change leadership program with them. The program initially focused on the top management of the function and the next level of leadership. Six months later, it was expanded to include the following two levels.

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How the development programme was implemented

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A three-module program consisting of the following modules:

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  1. Shared Understanding of Change: Current state and next steps, examining commitment to change, and exploring the key elements of change leadership.

  2. Impactful Change leadership: Three levels of change, the impact of emotional climate on performance and identifying factors that hinder change.

  3. Navigating Challenging Situations: Recognizing one's typical conflict style, understanding behaviors beyond the surface, and practicing difficult conversations.

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Delivery approach

 

 For top leadership, the sessions were organized face-to-face, and participants found it highly valuable to connect with colleagues in person. Trainings for the next leadership levels were delivered in four streams: two conducted virtually to accommodate participants across Asia to the Americas, and two delivered face-to-face in Finland.

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Key success factors

 

The program’s success was underpinned by close collaboration with the client’s change PMO in both planning and implementation. In addition, structured dialogue between different leadership levels played a critical role in building shared understanding. As senior leadership is always somewhat ahead in the change process, it was essential to be able to get thoughts and questions from the groups that joined later, ensuring valuable insights were relayed back to the leadership.​

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Client Voice

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We received the best possible program for our situation. 

The true impact of this program was that we didn’t just equip our leaders with tools for leading change — we also got them genuinely engaged in driving the transformation forward. With traditional training, we might have achieved the former. But the real success here was in achieving both.

In addition, Participants particularly valued the following aspects:

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  • A strong sense of “We Together” – Cross-functional discussions within the business enhanced a shared sense of purpose, creating alignment across the function and reinforcing our collective goal.

  • Deep understanding of the transformation – The sessions helped clarify what the transformation entails and what we are striving to achieve.

  • Hands-on tools for navigating challenging situations – The practical exercises and frameworks for managing complexity and difficult conversations were especially appreciated.

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