Solution

Recognizing that success would hinge on people—not just technology—Jean-Marcel Ciet, Global Franchises and Supply Chain EVP, stepped in as Change Management Sponsor. Leadership understood that lasting transformation required deep engagement and adoption at every level. By partnering with Prosci, a global leader in change management, they ensured change initiatives aligned seamlessly with the organization’s strategic vision and pace of transformation.  

This partnership also supported Ceva’s broader ambitions: strengthening employee engagement, managing change saturation, and improving the effectiveness of project delivery—all essential to maintaining a healthy work environment and supporting the organization’s long-term growth. 

Key actions included: 

• Certifying 45+ practitioners to accelerate digital project adoption across business units
• Engaging the Executive Committee (ExCom) on digital and supply chain strategic objectives
• Launching strategic workshops focused on IT project success and business outcomes
• Creating a practitioner community that delivers measurable project results, supported by biweekly Community of Practice sessions led by a Prosci Advisor
• Piloting Kaiya AI to enhance transformation project effectiveness 
  
• Initiating an Enterprise Change Management approach with the design of a Change Management Center of Excellence

Ceva evolved from a single-certification client to a strategic transformation partner. Today, more than 45 trained practitioners actively drive projects across multiple business units, with leadership recognizing Change Management as a business-critical capability. 

Accelerating Digital Transformation Success

Ceva’s digital transformation and supply chain initiatives gained significant momentum through the strategic use of Change Management. A clear example is the barcoding project for warehouse management. In Phase 1, without Change Management, full adoption took eight months. In Phase 2, with a certified internal practitioner applying the Prosci approach, the difference was striking: employees were engaged, positive, and confidently using the tool just one day after go-live, and full adoption was achieved in one month—an 87% reduction compared to the previous phase. 

This demonstrated the tangible value of a structured approach and reinforced the importance of Change Management in accelerating project success. A focused Enterprise Change Management (ECM) Workshop further highlighted how Change strategies can strengthen digital and IT project outcomes, securing strong ExCom-level sponsorship for Ceva’s ongoing transformation efforts. 

Building Leadership Capability for Business Growth

Ceva is investing strategically in developing its people managers and project leaders to drive business results. The company is on track to train 160+ leaders with Prosci modules by the end of 2025, with plans to reach 300 project managers and 1,300 people managers over the next 3–4 years. This large-scale capability building creates crucial alignment between project execution and change efforts, ensuring collaboration between project managers and change practitioners to achieve business milestones across the 30+ strategic transformation projects that will define Ceva’s competitiveness and growth by 2030. 

By building these skills, Ceva expects project managers to integrate Change Management from the very start of their initiatives, knowing where internal support can be found. For people managers, the goal is a shift in mindset: greater buy-in, stronger sponsorship, and a commitment to dedicating resources that enable strategic projects to succeed.  

Strengthening Strategic Decision-Making

A Sponsor Briefing with ExCom members elevated Change Management to a strategic priority by creating alignment and awareness of the value it brings to Ceva’s bottom line, ensuring that people adoption is recognized as a critical investment alongside technical delivery. As a result, executive leaders now view change capability as essential for the successful execution of Ceva’s transformational projects—including new processes, tools, and organizational structures that significantly affect employees’ daily operations. 

With ExCom-level sponsorship, a Change Management Community of Practice in place, and a Change Management Center of Excellence included in the change roadmap, executive leadership has positioned change capability at the heart of Ceva’s digital transformation, supply chain optimization, and other critical initiatives.

Results

Ceva has embedded Change as a strategic capability, shifting it from a support function to a business-critical driver of transformation. Certified practitioners, active sponsorship, and a growing Change Community ensure that adoption and results are built into every initiative.   

Measurable results include:  

• 480 employees relocated to the new headquarters in one month, across four transition “waves”, with a satisfaction score of 3.8/4 measured the day after relocation  

• Achieved an 87% faster adoption rate in a key warehouse digitalisation project (from 8 months to 1 month) after applying the Prosci methodology 

• 160+ people managers and project managers trained to date with 45+ certified practitioners driving change across business units and supporting the delivery of 30+ strategic projects 

• ExCom-level sponsorship ensures Change is consistently built into strategic decision-making, securing resources and alignment for the organisation’s most critical initiatives 

“

“Partnering with Prosci has enabled Ceva to embed Change Management as a strategic capability across our global operations. We validated the methodology through early digital projects, then scaled it to major transformations such as our European distribution centre and headquarters relocation. The real success came when we applied the approach pragmatically -almost invisibly - to our employees. Driving change without making it feel like a formal process is where it truly made a difference.”

— Jean-Marcel Ciet,  Global Franchises and Supply Chain EVP

Through collaborative partnership and mutual trust, Prosci helped Ceva link change management methodology directly to business outcomes, including increased project ROI and improved user adoption of deployed solutions. The change journey continues with additional steps in the roadmap, such as the upcoming Change Management Center of Excellence, which will provide a common approach, clear structure, and a central hub for project managers to ensure consistency and discipline in how change is delivered across the organization. 

Ceva’s journey demonstrates how building strategic change capability enables transformation success and delivers lasting business value—one intentional step at a time.