Whatever depth of change and level of magnitude, companies constantly need to transform and adapt to prepare for the future. 84% of transformations fail and require a structured and holistic approach to be successful and tangibly turn vision into practice.
Companies need to constantly adapt either to achieve a performance step, or implement a significant change to prepare their future, whether the Transformation is digital or not.
When the organization is structured to optimize for resources and operational deliverables, driving the Transformation itself can be painful for the whole organization, and there is limited chance of success.
While most companies are equipped to define the vision and associated target operating model, a key challenge is to “make it happen”, not only through revised ways of working, but managing all side-impacts including organization, people, tools, and support processes. This requires specific transformation governance, enhanced coordination across organizations, and specific tools and means adapted to the content and magnitude of the transformation itself. Together, these will make the transformation successful for the benefit of the company.
Equipped with proven core methods, CYLAD adapts its approach to the nature and level of magnitude of the Transformation, whether Digital or not, emphasizing organizational empowerment.
Successful transformation relies on a shared vision and structured Transformation Platform governance allowing fast decision making, customized approach, and transverse coordination across all projects participating in the Transformation.
Over the past 10 years, CYLAD has counseled many companies of various sizes and across industries, in their key Transformation plans to emphasize organizational empowerment and take ownership of the Transformation drumbeat.
The CYLAD difference is a content-driven approach allowing for an adaptation of standardized methods to the company context and stakes. We bring extensive expertise and proven methods to the table:
"CYLAD excels by their commitment, humility, their capacity to work with people in all kinds of positions and their level of deliverables."
Transformation Project Leader in the Ship building Industry
Support Functions Merger in Aeronautics
Setup of a project platform in Aeronautics
Development of an Information Management platform
Support transformation resulting from a merge of IS, process & digital departments
Implementing a Program Management improvement plan at an aerostructure Tier 1 supplier
Transformation of a medical device manufacturer’s global footprint
Framing and steering the merge of support activities in an Aerospace group to achieve measurable convergence impact against the initial target.
A merge of support functions from several subsidiaries of a European Aerospace Group.
Through the merger of support functions, a European leader in Aerospace expects to reach a harmonized way of working and convergence savings – both social and financial. This requires a structured Transformation Platform and approach, to coordinate local convergence initiatives as well as follow-up of social plan in collaboration with European unions.
Structuring and standardizing the Transformation approach to build a robust baseline and contribute immediate value.
The project team took the approach of securing a baseline headcount among the functions, defining new controlling mechanisms, and implementing savings tracking per function. Throughout the engagement, the team provided project steering by supporting the project leadership in progress monitoring and supporting work package leaders on driving content. Underlining the approach was the requirement to strengthen and secure all financial aspects of the operation.
RESULTS / FINDINGS
Cumulative savings of more than 300M€ was achieved via the initiatives launched by the project team.
Achievement of a successful merger was a factor of on-time completion, union validation of the social plan, and initiatives launched in accordance with expected savings. The project team was able to deliver an on-time merger including a validation of the social process from the union. Furthermore the team realized the expected level of savings, totaling more than 300M€.
Harmonizing and streamlining Quality activities of a global Aerospace company to reach efficiency improvements.
Organizational change leading to merged Quality functions.
In the context of ambitious Transformation targets including significant savings expectations, a decision was taken to set up an improvement project platform for the Quality department of a global Aerospace company. The objective of the project was to ensure the merge of all Quality activities and reach convergence savings as expected. The result of the Quality merger resulted in a workforce of ~3500 FTEs as well as ~400 temporary workers and subcontractors.
Supporting the project team along all phases of the process.
The CYLAD implementation team took the approach of screening current best practices for the use of processes and tools. Following this, the team defined the deployment of the platform’s operating model in line with all stakeholders. The subsequent design and production of reporting towards the Quality community and top management was critical to inform on impact, progress and achievements. Ensuring the successful deployment depended on the change management approach towards project leaders & operational teams.
RESULTS / FINDINGS
Realization of 10% cost savings target and the achievement of project acceleration.
A total of 20 individual projects were selected for participation in the merger project. All quality project stakeholders converged under one common platform and the projects were accelerated. The project team achieved a combined total cost savings of 10% on all Quality sub-contracting costs.
Transforming Information Management as a strategic asset to enable an Aerospace leader to become digitally-powered.
Embarking on an initiative to launch of a platform tackling all fields of Digital Transformation.
To tackle challenges including productivity, risk and high costs, our client sought to launch a Digital Transformation with focus on Information Management (IM). The project team faced four objectives for the IM Transformation: Boost productivity, De-risk operations, Strengthen Innovation, and Control Cost. Application of the Scaled Agile Framework (SAFe) Methodology was a key input from the CYLAD team to structure the Transformation, and lead to adapted ways of working.
Performing a value assessment to support the set up of an IM Transformation.
To materialize expected savings, both qualitative and quantitative, as well as launch the Change Management among impacted stakeholders, the project team adopted a “Value for Money” approach, fully compliant with SaFe methodology. Clarifying the Value brought by IM to its customer was a cornerstone of the project and allowed the team to secure stakeholder buy-in and the commitment of impacted teams, despite the challenging context.
RESULTS / FINDINGS
Transformation Platform set-up and running for efficient delivery.
Through SaFe methodology, the CYLAD team involved more than 100 people to embark on the Transformation journey to realize Agile routing. A new Business Case for the IM project was designed and deployed, highlighting Value as the key driver for prioritization. The speed of the Digital Transformation was measured through a limited set of KPIs indicating the created Value.
Defining the vision and set-up and steering the transformation platform for a new IS & digital organization of a client operating in the Pharma & Healthcare industry.
Merge of the Digital, Organization and Process department with the IT systems department.
The IT systems department faced a merger with the Digital, Organization and Processes department, consisting of 200 employees. The new global entity needed to define its overall strategic vision and key objectives to cascade it to the operational teams. The organization further targeted to set-up a transformation platform to manage identified performance improvement projects.
Formalizing the transformation objectives to create a shared vision and generate buy-in from operations, leading to 20 improvement projects consolidated in a transformation platform.
The CYLAD team analyzed the needs, stakes and pain points of the departments to define the strategic vision of the new entity and the future commitments to internal clients.
In order to quickly implement the changes, a transformation roadmap consolidating 20 improvement projects structured around 5 axes (service offers, risks, performance & agility, operations master plan, and change management) was set-up and managed in close cooperation with the client core-team leaders.
A kick off event was held for 200 participants to ensure sufficient onboarding and buy-in of the teams.
RESULTS / FINDINGS
Delivery of a strategic vision and transformation plan with a 100% success rate and full confidence of the operational teams.
A post-kick-off survey reported that 97% of the new entity population was confident in the new strategic vision and the associated transformation plan. After the kick-off event, 100% of the projects were successfully launched involving nearly 50% of the new entity teams. Six months after the CYLAD team’s departure, the transformation projects are still running successfully, lead by the operational teams and delivering in accordance with the original targets.
Roll out of a new program-oriented organization and its associated Program Management practices.
Required adjustments in the program organization way of working.
A Transformation of the Program organization was required in order to coordinate the development & production activities, secure the cross-functional coordination, and foster anticipation. The transformation would require a switch from a function-based to a deliverable-based organization.
Developing an Improvement Plan to transform the business into a program-driven organization.
After performing a comprehensive diagnostic, several levers were identified to transform the organization into a program-driven environment. The project tackled organizational aspects (redistribution of roles & responsibilities, creation of new roles), program processes (governance and management routines) as well as tools (planning, KPIs). A dedicated change plan, including coaching, was defined to support the teams in the deployment of the new ways of working.
RESULTS / FINDINGS
Improved coordination between functions and activities leading to better performance and team engagement.
The new ways of working deployed were beneficial on several fronts. Activities and planning were brought under control and the coordination between functions significantly improved, thus securing that the work package was delivered on time. At the same time, the middle management levels introduced by the new organization fostered delegation and improved the “team spirit”.
Centralization of service capacities by redefining the landscape with focus on a “factory-style” operation and cost optimization.
The global landscape and value chain indicates significant optimization potential to improve customer satisfaction and the overall cost structure.
As a leading OEM of medical equipment, the client faced mounting customer demand for improved service lead times. A variety of factors called for a complete transformation of the service landscape: a wide spread of multiple service facilities in Europe, a low level of standardization in the service process, an inefficient supply chain, and a lack of scale effects for the large service volume.
Transforming the European service operations through an entirely restructured supply chain and new process flow to position the organization for future success.
Our team drew upon extensive expertise in global transformations to build a comprehensive transformational program consisting of a fresh business case, process re-definition, restructuring of the complete supply chain, and re-sizing of the future operations. The roll out was structured in a rapid, yet staged manner beginning with smaller, less complex pilots to test the approach. After the initial learnings were integrated, the approach was scaled for the full roll out.
RESULTS / FINDINGS
Impressive scale effects translated to a 10% efficiency gain resulting in a higher margin and shorter lead times.
Following the transformation of the European service operations, a 10% efficiency gain and an improved EBIT margin were realized in the overall process. This translated into tangible results for the end customer who experienced shorter lead times.