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.