A Taligens Case Study on Business Transformation
Realizing the benefits of radical strategic changes such as a post-M&A restructuring or capturing a new market opportunity, takes a large, coordinated effort that affects the cultural fabric of the entire organization. In these rapid-changing environments, leaders seek to infuse a cultural style that is consistent with the strategic direction of the company, and conducive to achieving its long-term objectives. Shifting organizational cultures involves changing various aspects of an organization, from functional roles to key processes, individual skillsets, conversational practices, and company narratives and values. Beginning with our proprietary, data-backed cultural assessment, we seek to understand the cultural drivers of the organization, within the larger strategic shift our client is undergoing. Through the engagement, we work closely alongside our clients to
understand market and business shifts underway that will inform the design of a program and will empower the employees towards the appropriate behaviors. Employing change management practices focused on commitment and trust, we help client teams break down functional and cultural barriers, and embed behaviors which change the way people work, achieving breakthrough results.
A European hydropower generation company had been growing rapidly through acquisitions over several years, and consisted of a number of different corporate cultures across multiple countries. They were in major need of a reorganization. We were brought in to help them build one global brand, secure the expected benefits from their mergers, and double the business in a 5-year cycle.Our client knew that to meet their goals, they needed to radically change the way they had been working and focus on collaboration across geographies, as well as cultural and functional silos.
Our initial diagnosis highlighted that the company was hemorrhaging cash at different points throughout the entire process to build new hydropower generation plants, eroding initial margins from around 35% to -10%, in different projects. We worked hand-in-hand with the lead engineering design teams at the main company locations (in Germany, Brazil, China and the US) to create an ‘esprit de corp’ and an alignment towards the new strategy.We also brought commitment-based principles to the redesign of all operational processes, from the Opportunity to Order (OTO) to the Order to Cash (OTC) processes, as well as the project management practices.
We ensured a rigorous execution of all aspects of the engineering design work pre- and post-bid, in a coordinated effort to secure a profitable design and a flawless execution of each project. We designed and implemented key management practices for the global leadership team to monitor progress on each project around the world, bringing visibility to key issues and decision-making points. Our client achieved their double-digit profitability goals and continued employing the cultural and process framework through their organization for years to come.
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