Change Management at Geberit Ltd. - Case Study

Geberit Hungary Kft. Case Study Change Management

Attila Lukács MBA II/2 University of Miskolc Change Management 2009.

Geberit Kft. Change management

Geberit Kft.’s status Issues addressed includes :

o leadership and decision-making o effective team-work o improvement performance ( pre- and after sales ) o cost reduction o customer approach o supply chain

Organizational change

Geberit Hungary Kft. Change management

Possible causes of failure

„Organizational resistance to change".

Geberit Hungary Kft. Change management

Key issues at the begining phase

"Case for Change" Sponsors Will they resist the change What style of participation will work best Communicate

Remarks agains the change Immediate steps to be done

Encourage them to keep a list of their achievements, big and small. As well as increasing their self esteem it will provide valuable information for their next performance review.

Debrief everything I do: marketing campaigns, client functions, proposals, training programs. Ask what worked, what didn't and what lessons I have learnt for next time.

Increase self awareness and get staff thinking about their strengths and weaknesses via one of the many personality profiling models available.

Develop lateral thinking skills by holding regular brainstorming sessions at team meetings to solve problems I encounter regularly.

Encourage positive thinking by starting each meeting with a positive point from each person. It could be work or personal, as long as it's positive!

Geberit Hungary Kft. Change management

Bad news curve

Geberit Hungary Kft. Change management

Resistance to change is normal.

Employee resistance can be triggered by many fears.

Redundancy Loss of Security Disorganization Loss of Status Ability to Cope Loss of Existing Relationships

Gain staff co-operation and allay fears by:

Highlighting the way they will gain, benefit or avoid loss Being prepared and having suitable responses ready in response to their uncertainties Displaying how the advantages of change outweigh the disadvantages Allowing staff opportunities to share concerns, ask questions (follow up with answers) and offer ideas Keeping them in the loop

Geberit Hungary Kft. Change management

Change styles that may be appropriate:

Collaborative - The target population are engaged in the change process, typically through cascading workshops or meetings. They will be kept up to date on the issues. Their views will be actively sought and acted upon. Feedback will demonstrate how their input has been acted upon.

Consultative - The target population is informed about the changes and their views are sought. Directive - The workforce is informed about the changes and why those changes are important. Coercive - The workforce is told that they must obey the new instructions.

Geberit Hungary Kft. Change management

I had two main purposes:

to convey important information that the audience needs to know, and to promote organizational change.

change techniques fall into two main types:

input - analyzing the problem, output - inducing organizational change.

Output activities tend to be various forms of communication:

communicating messages coaching setting up sponsorship cascades collaborative workshops.

Geberit Hungary Kft. Change management

Having a clear and better understanding of Change Management we can use Prosci ADKAR worksheet.

Geberit Hungary Kft. Change management

An imbalance between these competing forces can lead to:

Not enough skills + Change = Stress Not enough skills + No change = Apathy Right skills + No change = Boredom

However, when we get the balance right the result can be an unlimited opportunity to learn and grow. This is the kind of change we should be aiming for all the time.

Right skills + Change = Growth

Lessons learned what we should do in all case of changes :

the personal involvement of key persons at the initial stage was highly beneficial. we were able to provide structure for the team to collaborate my program and start was designed in a relatively short time , which meant the flow of benefits began

almost immediately independent objective facilitation enabled the team to maintain progress and adopt new approaches changes resulted more effective work , significantly improved customer satisfaction ( by 20% ), and reduced

costs ( 10% ) clear communication in objectives

Geberit Hungary Kft. Change management

Summary of benefits

almost doubled sales turnover ( 3 billion HUF ) Increased sales performance ( EBIT +6,5% ) cost reduction ( -10% ) increased customer satisfaction ( 20% ) increased work efficiency more structured organization set up new successful core segments with an intensive progress ( 250% ) clear competencies, decision-making channels and responsibilities new customers net with numerous new customers intensive sales increase with the leading customers ( first 5 wholesalers more than 50% increase ) new pricing system new documentation system easier communication channels between departments last but not least clear management structure and decision-making process