Dow Europe merged two previously independent divisions in 2004: Chemicals and Fine Chemicals. The merger was intended to create synergies, increase customer satisfaction and improve operational effectiveness. The HR expert was tasked with designing and implementing a new organization and team structures. She worked together with ad hoc project employees.
The intensive analysis of the sales processes for all products in this new department identified three different processes. Based on this, the customers were assigned to a main process. The salespeople were - aligned - to the processes and then assigned to the corresponding customers. New supporting programs were developed for the processes (software). Furthermore, the performance assessment was also adapted to this new procedure (Performance Metrics). The changeover from the old to the new structure was initiated by an employee conference, which was also designed, prepared and implemented by the current HR Interim Manager.
The launch through this conference was extremely successful. The decision to accelerate the implementation through the conference and implement it immediately with the entire team required an intensive analysis of all possible questions and objections from employees. A customer and employee survey proved that customers and sales staff found the new orientation very pleasant and successful. The sales successes supported this insight.
Operative elements:
- Define and implement organizational structure
- Create job descriptions
- Create workflows and tools
- Create and evaluate employee statistics
- Train employees
- Reposition employees
- Create and conduct sales manager training
- Design employee conference, plan, organize and execute
This project was carried out by the HR Interim Manager during an employment at Dow Europe as Senior Leader Commercial Excellence.
