- Three divisions, with a focus on the automotive division
- approx. 30,000 employees
- in around 20 countries
Details about the company
International group of audio accessory manufacturers, hi-fi specialists, and electronic equipment suppliers
Situation and challenge
The company is facing the challenge of transforming the largest of its three divisions
The automotive industry is going through a period of significant change. Yesterday still successful, today the business model of many Tier 1 suppliers is no longer competitive. The company must transform its automotive division without compromising on their ongoing operational business and product innovation. After one year of transformation, the situation is critical: overworked managers and staff, the need to develop many competences in the relevant positions, and a culture that does not align with the new business and operations model. A division-wide reorganisation is causing additional uncertainty.
Project
cetacea provides support with the Interim Support Model over a period of 3 months
The task for cetacea: comprehensive implementation of the Cultural Transformation Program and success-critical measures within the scope of the business transformation.
Result
The Cultural Transformation Program was set up and integrated into the business transformation.
- A baseline measurement was carried out
- Critical success measures were designed and implemented
- The organisation was guided and enabled to manage the program effectively and independently
Procedure
cetacea takes on the interim role, leading the global Cultural Transformation Program
The aim of this short-term project is to set up a comprehensive Cultural Transformation Program, to introduce a tool for regular progress measurement, and to consolidate previously disconnected measures and activities.
A tailor-made change architecture ensures that the program is set up comprehensively and optimally integrated into the business transformation. A cross-functional Cultural Transformation team is formed and empowered to implement the program. An associated governance model defines R&R. A global change community design ensures that all 20 or so countries and their sites were reached. An annual roadmap and associated editorial planning is developed on the basis of a baseline measurement in order to achieve the defined goals. Individual measures are consolidated and harmonized to maximize synergies and increase efficiency.
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