The international company decided to transform its global organization into 2 business units. This fundamentally changed the sales structures in particular. Whereas the sales representatives had previously discussed products from both business units, the sales force was now divided. This resulted in changed territories, changed customer structures, new management structures and the change from a "syndicated salesforce" model to a "dedicated salesforce" model.
The general condition was that no additional jobs could be created. The HR interim manager's task was to structure the new business units with the following objectives:
- prevent staff turnover
- train management structures
- develop a new sales concept in collaboration with the business unit directors
- no new jobs
- continue all company processes without disruption.
Intensive planning and consultation with the management and the new business unit directors formed the basis for a multi-stage project plan. As part of the change process, the interim manager accelerated the restructuring of the sales team. He also worked with internal and external partners to develop a new sales concept for both business units and trained the managers.
