Situation

A large global corporation was instituting a new structure that included new lines of reporting in all of its subsidiaries. The change would require a change in behavior in terms of how individuals within each subsidiary interacted with each other, made decisions, developed new business and interfaced with headquarters.

Approach

In order to give senior managers experience with the new structure and a better understanding of the new behaviors that would be needed, we wrote a simulation. The simulation was also designed to reinforce the rationale for the change and to enhance commitment to the change.

The simulation contained enough information for managers to assume one of the key roles in the new organizational structure. Each “management team” assembled for a two-day off-site meeting during which they debated key decisions regarding implementation; consulted with experts on teams, change, communication and roles; and presented their action plan to a “governing board” for critique and approval.

2 day program

Results

• Engaging and lively debate of the benefits and challenges of the organizational change.
• Better understanding of how each functional role needed to interact with other roles.
• Awareness of the potential obstacles in implementation and a perspective on how to avoid those obstacles.
• Greater awareness of the behaviors that would need to change throughout the organization.
• Perspective on how to sell change within the organization.