CONSULTING | We accompany a process of cultural and mindset change in a multinational company in the industrial sector

An example of the many projects that we have successfully led from Saltor Talent, helping companies in one of the most critical challenges they can face in an environment of crisis and maximum uncertainty.

1. What was the challenge?

We were contacted by one of the leading companies in Europe in the industrial sector. Given the profound changes that the sector has been undergoing for some time, the situation was worsening due to the intensification of competition and the effects of the pandemic that was putting their position and market share at risk. This situation made the company rethink part of its existing business model and seek new growth options in the value proposition.

An analysis revealed that in order to be more competitive, it was necessary to have more focus on the customer and the ability to innovate quickly and flexibly. The management realized before this new requirement that it was necessary to propose to the entire organization a new way not only to act but even to think. It is evident that it is essential to make the company evolve with a profound cultural change and especially with a change in the way people think and act.

2. What did we do and how did we do it?

After an initial analysis and diagnosis based on several rounds of interviews and surveys on the culture of the company, a work plan was established that can be summarized in the following steps key that Saltor Talent carried out:

1. I worked with the steering committee to define the new culture and the desired values, specifying leadership principles, critical behaviors and other key elements that would support them in the day to day day.
2. Advice on how to integrate the new culture with its leadership principles and behaviors in the incentive system and model of management by objectives and performance management.
3. Design with the steering committee of the communication plan announcing the authentic and genuine commitment to want to lead and support cultural change as well as giving an understanding of the Why and Why of the change itself.
4. Definition of a Culture Road Map that would allow visually and aligned between and all managers establish critical stages and milestones within a plan for the implementation of the new culture.
5. Facilitation of training sessions for the management team of all countries under a co-creation concept to specify and download the guidelines and desired behaviors in concrete actions. The formal and informal leadership tools that were best suited for this cultural change were determined. In these peer-to-peer group sessions, the alignment and common commitment of all participants in transmitting and downloading the changes to their teams was achieved.
6. Along with these sessions, an integration plan of the new culture in the different areas and key processes of the company such as p. ex. strategic planning, performance and talent management, etc.
7. Facilitation in the different countries of workshops with the teams helping them to make the necessary changes in terms of their behavior, attitude and performance at an individual and group level. Objectives and KPIs were established for the following months with the teams to be able to measure and evaluate efforts and progress.
8. Accompaniment of directors and managers from the entire company with individual coaching and mentoring sessions in the That the feedback and feedforward that their teams gave them about the changes achieved and the barriers encountered were worked on.
9. Performing periodic Culture Awareness measurements of the entire organization to monitor the progress of the project and the level acceptance and commitment to cultural change.

3. The final solution

A process of culture change requires time and perseverance in terms of continuous and consistent efforts so that the organization really understands, assumes and takes ownership of the new behaviors and desired habits. Saltor Talent’s work approach proved to be very effective in knowing how to involve the entire organization from the beginning and make it really participate in deciding how they wanted to lower the changes to their operational reality. 

The training sessions and workshops based on co-creation managed to obtain from all participants a high level of acceptance and commitment towards the change process . This made it possible to achieve the first measurable and visible changes within a few months after the start of the project.

The accompaniment of directors and managers through coaching and mentoring sessions proved to be a very impressive lever for change. which allowed to accelerate the change process and resolve day-to-day incidents.