CASE STUDY

ORGANISATIONAL EMPOWERMENT:
A DIVISION IN STRONG DEVELOPMENT AND CHANGE

Case Study

People Development

Company

Multinational in semiconductor sector operating in the automotive services market

Place

Italy

Edited by

Ornella Serrantini
February 2020

THE CHALLENGE: BUSINESS WILL NOT GROW IF PEOPLE DO NOT GROW

The division responsible for the development of semiconductor products for the automotive power train market is growing strongly, both from a business point of view and from the point of view of innovation (it has more than 25 new products in the pipeline). It is an organisation with a strong technical and innovative specialisation.

In the face of strong growth and increased complexity, the top team decides to reorganise by creating new business units and staff functions.
The new organisation should make it easier for everyone to manage complexity and change and at the same time stay focused.
Thanks to the organisational change, 25% of the people in the division changed roles, increasing the scope and degree of responsibility.

Everything is clear on paper but the division needs a real change of gear for everyone, moving from a formal adherence to the role and the business challenge to a personal commitment that gives meaning and significance to organisations, roles and challenges and be able to get all the people in the division on board. In other words, from the organisation chart and job description to the ability to embody one’s role as a protagonist by enacting the new organisation and decreasing the friction between organisations.

THE ACTION: AN ORGANISATIONAL EMPOWERMENT PATH

In partnership with the client, the HR business partner and the executive VP who leads the division agree to work on all second and third line managers who are most impacted by both the reorganisation and customer expectations.
The approach is to work in parallel on two levels: the individual qualitative leap and that of the organisation.

The path opens with a kick-off session with all the participants in which the executive VP explains the meaning and objectives of the initiative. Then, we, together with the HR business partner, explain the steps of the path and the methodological approach. The path, after the kick off, is divided as follows:

Individual initial interview with each participating manager, with the aim of creating a pact with the person and activating his/her individual qualitative leap. During the interview, each one receives their first development feedback and comes out with some experiments to be carried out before the workshop.

Self-development workshop each participant works their potential facilitated by the tools and stimuli of the workshop. Self-development calls into question a strong protagonism, both towards one’s own growth and towards that of the colleagues present, thanks to the exchange of development feedback and field trials.

Manager / collaborator interview. Each participant comes out of the workshop with a personal action plan that has been discussed and validated with their manager, in the presence of the consultant (with the role of process consultants). The manager then moves from a sponsorship role of the initiative to a co-star role. His/her feedback and his/her openness to accompany the path of the person are tools for the development of both the person and the manager himself.

Follow-up workshop. About two months after the first workshop, the participants find themselves in a follow-up day which aims to continue the moments of discussion, to support the group in consolidating both personal and organisational results. It is also an opportunity to dedicate moments to the continual growth of a more mature and authentic relationship between the managers of the organisation.