Taking a People-First Approach to Large-Scale Enterprise Change

Challenge

Mateco, a heavy equipment company based in the Netherlands, was growing. The company had acquired several companies both domestically and internationally and needed to apply common processes and introduce enterprise-level technology solutions. The challenge was in how to strike the right balance between introducing a common process across the entire organisation while still allowing and accounting for the unique needs and nuances of each regional office.

Initially, the company wanted to appoint subject matter experts in the local market, but quickly realised market and project management knowledge alone was not enough to effect change at the scale required. Mateco engaged Prosci to provide training and resources and to bring a people-first approach to enterprise change.

Solution

Build internal change management capabilities for sustainable success
Use ADKAR Model to manage resistance and support employees through the change process
Engage employees early by talking to them before formal training to understand their concerns and align on the need for change
Use personalised inhouse training to break down the Prosci Methodology into company-specific challenges, ensuring relevance to each local context

Removing Barriers to Change

Each individual employee needs to understand why the change is necessary and what’s in it for them. Prosci provided tools to both assess where an individual was and how to bring them forward to remove any barriers that could create resistance behaviors.

Right-Sizing Process

Understanding local market nuances and context is crucial for success. Process and initiatives must account for both what’s best for the company in terms of standardization, as well as the unique needs and context of each individual market.

People First

Often, a company’s goals are not enough to excite employees who are more focused on “What’s in it for me?” Mateco worked to understand the desires and needs of each individual employee and then translated the company’s overarching goals to an individual level.

Results

People-Centric Approach

The ADKAR Model is not always a liner progression. Mateco continues to conduct ADKAR Assessments to ensure staff remain in support of the company’s initiatives.

Scaleable Solutions

Despite being a multinational organisation, speaking to employees on a local level remains part of Mateo’s successful approach. Local change managers are empowered to have frequent conversations with employees and adjust their approach, as necessary.

Supporting New Employees

New employees who join the organisation receive Prosci training to ensure change management remains top of mind and present in company culture. Mateco also continues to use Prosci as a trusted advisor to help find meaningful solutions when new scenarios or challenges emerge.