The Challenge:

This project was an outgrowth from the organization’s decision to change its operating model – from a management company to an operating company – and transition to a functional model for site and project support. When functional resources moved out of the individual regions and into the corporate center, it changed the way the company needed to recognize the value created by the services function.

The Solution:

Six global regions and twelve global functions were in scope for this project. Because of the impact of this work across the entire organization, sponsorship and leadership involvement were key ingredients to achieving the project’s objectives, a structured Change Management Strategy, leveraging the organizations existing change capability approach and toolkit. The execution of this approach brought employees through changes in mindset, process and systems. Maturity and readiness assessments were developed and focused on driving the transformation to success.

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