Case Study


The Manufacturing Multinational

A large manufacturing multinational sought help with a multi-year reorganization and consolidation. Being proactive, they sought expertise in guiding the organization through change and to prepare their leaders to manage the change effectively.

  • Clearly articulated change management strategy
  • Enhanced capability in leading change and gaining broad-based buy in
  • Consistent and meaningful communication within and across teams


A large manufacturing multinational reached out as they were about to undergo a major reorganization and consolidation. They requested help aligning their leadership team around a change management strategy and enhancing their leaders ability to drive change across all levels within the organization.


A focus on leadership across multiple tiers and functions of the company

We worked with Senior Leaders to design and execute on a change management strategy. Additionally we worked with the People team to develop leadership capacity in driving long-term and sustainable change.

What We Learned

Reorganizations are best rolled out with a targeted and iterative approach

We always know this going in, but we find our clients need to live this experience to fully understand it. Leading the change required leadership agility to work through unforeseen obstacles and continuous communication to ensure teams maintained engagement through challenging times.


Aligning and supporting the organization

Even with a change management strategy in place, constant communication is key.
Despite their plans, the scale of the change required incremental shifts that at times felt chaotic to some. Because of the proactive approach to significantly invest in training their leaders on how to lead change, leaders at all levels used these new skills to rise to the occasion by supporting their teams.

The unified approach to the reorganization triggered more conversations, which in turn surfaced unresolved issues that could now be addressed.
We helped the organization establish a cadence of regular and meaningful engagement. This helped the leaders have better conversations with their teams which proved to be sustainable even long after the reorganization was in place.