Digital transformation questions models.
Faced with the challenge of necessary evolution, this food company rose to the challenge and defined a clear and motivating vision, projecting 3/5 years ahead and describing its future state.
The first step was to listen to those involved, including Customers, Employees, Partners and Investors. Then the Executive Group went through a process of introspection, which helped them to re-engage with one another. In line with the organisation’s values and mission, a new vision quickly emerged. To ensure that the operational and engagement plans were achievable, priorities were set, and action strategies defined. A workshop to co-ordinate and formalise the story of change to be disseminated was then attended by the management group. Then, with dedicated support and coaching, all members of the management committee practised communicating on this topic, and quickly involved their respective departments thanks to dedicated contents.
The current project is looking very promising and has begun to succeed. The directors and managers are confident and highly engaged. Employee and investors are buying in, despite some natural resistance, which managers have learned to overcome.
