Business Challenge
The average CapEx investment volume exceeded €500 million annually. Market conditions and regional CapEx focus shifted, leading to a greater need for securing closer proximity between the engineering and business sides. Additionally, there was a necessity to streamline processes and increase agility to better respond to the changing demands of the business.
Approach
- Initial assessment and broad company-wide engagement of stakeholders and identification of main pain points to be addressed
- Development of a comprehensive improvement program with 12 strategic initiatives to address identified gaps
- Delivery of a transformation program
- Focus of external support on re-organization of the global engineering function, process-redesign for CapEx gate process (incl. implementation of fast-track version), change of policies and optimization of resource allocation.
- Support of transformation with change process – incl. communication strategy at main events, train-the-trainer for partnership workshops, etc.
Results
- Installed streamlined & business-centric new organization structure (incl. functions like Business Partner & Engineering Excellence function)
- Optimized processes & ways of working, including international collaboration
- Improved business collaboration & reduced escalation through aligned “rules of engagement”
