In order to continuously increase competitiveness, the CFO of a leading global automotive manufacturer decided to restructure a business unit with 200 employees from a classically organized division into a shared service organization.
In order to use the skills and ideas of the affected workforce and incorporate existing knowledge into the implementation, a top-down approach was deliberately not chosen in addition to the actual decision; the restructuring was to be carried out using agile methods. The main aim of the restructuring was to use the experience of the employees to shorten response times for inquiries and to gradually increase the quality of responses by standardizing systems and processes.
Concept for restructuring developed using design thinking methodology
The interim manager was commissioned to create a concept for the planned restructuring, which was designed and implemented in direct collaboration with the affected managers and their employees. The timeframe for design and implementation was set at nine months. The interim manager selected the design thinking methodology as the approach and supported the unit throughout the entire restructuring process. Afterwards, she was available for further questions and concerns in spot consulting mode.
Co-Creation with the project group creates basis for restructuring
After the interim manager had discussed the fundamental objectives of the restructuring with the finance management, a project team was created consisting of a total of 20 managers and employees. This team was put together as heterogeneously as possible in terms of seniority, length of service, gender and function in order to obtain a good cross-section of the workforce. Work with this team was carried out continuously over the entire project timeframe in a co-creation mode. The interim manager was responsible for adhering to the agile schedule and project plan.
Project group defines specific challenges, goals and measures
In collaboration with the now established project group, the interim manager created a so-called design thinking roadmap. This provided for various workshops and milestones that were held every six weeks over a period of six months. Each workshop lasted six hours. Essentially, this included the following measures:
Kick-off workshop: strategy, current status, successes and obstacles
In an initial setting, the current status was reflected on together, along with all the associated challenges. The following questions and the "Remember the future" design thinking method were helpful here:
- What are the specific strategic goals that we want to achieve
- Why have we not yet been one hundred percent successful here?
- Where have we been very successful and what do we want to maintain?
1. Design Thinking Challenge: Developing the future and vision
After successfully examining the past and its challenges, the team now focused on shaping the future. Using the design thinking methodology, a so-called challenge was worked on, which was dedicated to the following questions:
- What does a "desirable", rewarding future look like?
- What is our vision?
- What do we specifically need to implement this vision in terms of resources and measures?
2. Design Thinking Challenge: Creating personas
Here we worked specifically on the different user groups of the future organization with the following questions:
- Which user groups are there?
- What are their needs and goals?
The results were then translated into user group-specific personas.
3. Design Thinking Challenge: Designing roles, teams and team structures
During this phase, we worked specifically on the design of the various roles and teams. The design thinking method "A day in a life..." was primarily used here, in which roles and teams are not created on the drawing board, but from the perspective of the personas who successfully manage their day-to-day work. The following key questions were essential here:
- What do the individual roles and teams actually look like (role or team definition with responsibilities and competencies)?
- How do the individual roles and teams manage their day-to-day work? Are they satisfied and successful?
- What does a sustainable collaboration model as a shared service organization look like?
4. Design Thinking Challenge: Description of processes and systems
Analogous to the third workshop, the "A day in a life..." method was also used here -Method was also used here. The key questions here were:
- What will the future processes and systems look like with which the individual roles and teams will successfully master their day-to-day work?
- What do we already have, what needs to be redefined and installed?
5th Design Thinking Challenge: Designing a supportive culture
In order to be successful in the long term when introducing a new organizational form, it is essential to have a culture that supports the desired goals and success factors. This is why we discussed the following topics:
- What are our biggest success factors?
- How do we measure them?
- What does a culture look like that supports our goals and success factors while also doing justice to the people who work there?
- What values are required for this and how do we live them?
Regular feedback loops ensure successful change management
After each workshop, the results of the project group were presented to and discussed with all interested managers and employees as well as members of the works council in a one-hour feedback forum. This ensured that everyone involved was always kept up to date on the current status of the project and was able to actively participate in the process through feedback. After the final workshop, the finance management was also included in this process.
Although the feedback loops initially involved a lot of effort, they had the immense advantage that much less persuasion and communication about the project was required than is usually the case with change management processes. Thanks to the numerous feedback loops, the project was released for implementation "on time" after the planned six months.
High employee approval ratings for the new organizational model
Subsequent surveys revealed that the majority of employees described themselves as very well informed and integrated into the restructuring, as the workforce was either directly involved in the project team or was able to become active in the feedback forums.
Restructuring with design thinking methods proves to be robust and forward-looking
Even after the introduction of the shared service model, there were high approval ratings and the workforce was proud to have created their own organizational model in a co-creation process.
Thanks to the extensive feedback during the process and the interactive approach with design thinking methods, many specific ideas, wishes and needs of the workforce could already be taken into account in the creation and design of the organizational model. This allowed the organization to quickly gain momentum and achieve the set goals and key figures within a short period of time.
The project was awarded the title of "Lighthouse Project" due to the broad approval of the shared service model, its creation and rapid implementation.
