Managing Change on a Global Scale

Managing Change on a Global Scale

Managing Change on a Global Scale

Managing Change on a Global Scale

Recently, Parker Avery published a new case study, Global Organizational Change Management (OCM) which focused on a project that encompassed not only a global retail and manufacturing organization but also massively impacted the company’s pricing, purchase order management, omnichannel order management, inventory management, supply/demand matching, and master data governance business processes. To say the least, this project was no small effort. It spanned 25 months and involved over 200 resources—ranging from internal associates, application vendor representatives, and third-party consultants.

A decent size team from The Parker Avery Group held several key positions on the implementation team, including overall project management, business process leadership, and change management.

The change management team was comprised of both Parker Avery and client resources, working in tight collaboration with business transformation leaders and stakeholders. Parker Avery’s deep experience in leading broad retail transformation efforts was a key success factor in leading the diverse change management program, with efforts focused on communication; organization assessment and alignment; skills development and learning; and long-term sustainability. As an added complexity, many of the materials developed for communication and training required not only review and approval from multiple business areas around the globe, but also translation into the French language—all delivered via multiple platforms and channels.

Even very slight design and system configuration alterations or alternative business processes require at least a review and understanding of training and role impacts.

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Another tricky element to effectively managing change is having to seemingly stop and spin on a dime during the occasions when a process design change necessitates altering training and communication materials. While this was not a common occurrence during this particular initiative, even very slight design and resulting system configuration alterations or alternative business