About the Organization
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Global Automotive Holding Company representative.
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Operation distributed in 22 countries in Europe, South America and Asia.
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Importers of high-end automotive brands
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10% of the Marketshare in the country at industry level
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Approximately 500 employees.
What was the challenge?
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Install capabilities in the Executive Team for the cultural transformation of the organization through a change of mindset and integration of the business vision at Glocal level.
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Develop a common strategic vision of local market opportunities and organizational capabilities to capture greater value
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Define and consolidate all organizational initiatives oriented to the fulfillment of its purpose and business pillars on which to manage in an orchestrated manner.
What was achieved?
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To install the foundations and fundamentals of Mindset for cultural change.
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Defining your organizational purpose as a company and executive team
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Generate an appropriation and connection with the corporate vision grounded in the local context.
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Define your current and future organizational capabilities to build a desired future state.
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Lay the foundation for Portfolio Management, with an executive view of programs and projects driving the pillars of the business.
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Define a first version of the Corporate Governance for Portfolio Management, identifying roles and responsibilities to sustain execution over time.
What were the lessons learned?
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Cultural change processes take longer than expected, which implies a greater management of expectations.
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The role and constant involvement of project leaders (Sponsors) is fundamental to legitimize progress and manage their expectations.
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Focusing on cultural changes in the organization inevitably implies stressing ways and styles of doing things. This leads to the emergence of opposing visions that are not normally expressed and possible conflicts.
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The management of these stresses must be sufficiently demanding to mobilize, but at the same time flexible enough to avoid excessive resistance to the process.
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The transition to change generates greater difficulties and tensions for those organizations that have not developed an ambidextrous management approach (project dimension and operational dimension).