General competitiveness plan and change management. A renewed growth with sustainable improvement dynamics…and mobilized teams to perform the transformation.
The situation of this major aerospace European leader in the market of geospatial information was worrying: market shares were stagnating, American competition was particularly aggressive, and the financial situation had deteriorated.
The competitiveness plan was initiated with interviews at all hierarchical levels as well as multifunctional workshops for root causes analysis. The discussion around feedbacks and external benchmarks has enriched this first phase. Then, the construction of a roadmap of projects followed (project charters with indicators and their objectives, team, sponsor) also using also existing initiatives.
Finally, for the transformation to have a full impact, a change management plan has been developed with impact analysis workshops, integration of the social agenda into the planning, a change management plan focused on mobilization and communication, and a monitoring of implemented actions impacts.
Through the 24 working groups launched and the intervention of Mews Partners, the competitiveness plan made it possible to:
This was made possible through 24 working groups involving 130 individuals and resulted in a 15-point EBIT improvement for the client and a 13% increase in sales.