Change processes:

Pfizer merged two compliancedepartments and transferred 5 people to new jobs.

Background:

Merger of two compliancedeparments into one.

Planning and design of changeprocess with siteleader and the two managers involved - technical and qualitymanagers.

Focus on involving all persons affected by the change in workshop - giving all the background information on the planned change emphasizing that reasons were not bad performance but rather a totally new approach to work in the new factory and a coming merger with other biotechcompany.

People reflected on the implications of the new function and the change in their roles and could tell manager if they wanted to go with the new way of working or do something else within or outside the plant.

Result was that exactly the number of people needed were as many as was interested. One manager chose to exit and one took on a new role in the process. A new manager was assigned and the new team could start working together within a few months from the first information.

A training program was set up for the new group of processleaders in the compliancefunction and teambuilding was planned for the new team.

Service provided from ENB Insight:

Design of changeprocess

Reference Kirsti Gjellan Qualitymanager

Change of workprocesses in insurance company

Background:

Changed market and tougher competition made this insurance company change workprocesses, roles and focus more eagerly on results.

A good part of the workforce had been around for many years and had a hard time adapting to new ways of working.

The manager of the business area realized he had to do something more than give information to the people in the department. He decided to arrange a workshop with the CEO giving information about the marketsituation, himself giving figures about the departments current situation the 3 managers leading different business areas informing about the future changes that had to be made.

After the information a consultant arranged a workshop where everybody could formulate their hopes and fears for the future. 12 groups of 5 people worked through their own reflections about the situation and the future. Every group made a presentation of their conclusions about what had to be done and they could form working groups after the workshop who could work for solutions about a few issues that had been addressed.

From then on the resistans that had prevailed almost disappeared as people deeply understood that there really was an urgent situation that had to be handled.

The consultant helped with design of process, coaching the managers, led the workshop with 60 people and worked with a team that needed special attention.

Reference: Manager of casualty division Erik Troedsson

Management team development:

Insurance Company Sweden

Program for new management team of 7 members – new CEO wanted to build a group that really worked as a team in businessissues. He wanted to create a climate that permitted people to be open and share dilemmas within the group. Commitment, accountability and attention to goals was some o the highlights of the program.

3 2 daysessions within 6 month and a follow-up a year after program made a whole lot of difference.

Reference: Ann-Christine Palmér HR director and member of the managementteam.