In 2006, Dow Europe decided to relocate all departments that did not have direct customer contact to Mumbai. The current HR interim manager was responsible for change management as part of this project. On the one hand, the departments had to be reorganized accordingly because the processes were now handled by different teams working in different locations. Furthermore, concerns that such a structure and such physical distance entailed had to be addressed and turned into positive support. It was also necessary to get the various employee representatives on board.
The intensive preparation and sophisticated communication program ensured that every stakeholder was picked up in the right place. After switching the processes to the team in Mumbai, further significant synergies were realized, which allowed the success of the project to far exceed expectations. Furthermore, the feedback from customers was extremely positive, as the close proximity of all back-office processes made them run much more smoothly.
Operational elements:
- Define organizational structure
- Define workflows
- Discuss structures with employee representatives
- Conduct workshops
The current interim manager worked on this project as an employee in the role of Senior Leader Organizational Effectiveness.
