Assumptions

Global Iron and Steel, Inc. (GIS) is a large US-based company that provides iron and steel based processed material to a wide variety of manufacturers.  Sales have leveled off at 6 billion US$ annually:  analysis shows an increase from emerging country manufacturers (China, India, and Brazil) offsetting a decrease in the more mature markets (US, the UK, France and the Nordic countries). 

GIS has traditionally used a vertical (silo) approach but understands that it must transform its fundamental governance to a more horizontal one.  The Board has decided on an orderly process, starting with the procurement function:  this would be a quick win and savings can fund future functional shifts.  They have appointed Stephen Masters, SVP of Enterprise Operations, to lead the project.  He has surrounded himself with a team from various functional areas.

Goals & Market Requirements:

• Visit leading companies who successfully transformed their procurement  
• Decide best combination for GIS – establish timing/check points
• Design a measurement system to drive change
• Determine overall structure of new global procurement function
• Present to CEO and Board: assume their approval is granted
• Establish training – at all levels
• Restructure, as required
• Implement new system
• Measure results

Stephen wants an experienced strategic corporate planner / event consultant to facilitate this phase.  He contacts TES: what can they do?  why should I use them?

TES Initial Free Consultation & Recommendations

At the initial meeting between with TES, the 2 main questions Stephen has are discussed and the answers make business sense to him.  TES has a very productive in-depth questioning session, verification of the situation, objectives and challenges, and is equally satisfied that it can accomplish the task, as well.

TES proposes the following overall project recommendations:

• Utilize a 3-phased approach:  proceed to next after success of prior
• Design a new procurement process that can be measured accurately and provides a common platform for the various cultures
• TES stays involved for the long term

Plus the following specific recommendations:

Phase I – Study Successful Implementers/Design GIS process:

• Visit key companies with a similar challenge
• Develop a process that fits GIS vision and culture
• Create a smooth transition plan from existing silo approach
• Design BOD presentation together with TES
• Present to Board (assume permission to continue granted)

Phase II – Training

• Design/conduct training classes at all levels
• Ensure compensation plan supports desired results
• Initiate GIS restructuring

Phase III - Implementation

• Institute the process
• Measure and monitor results
• Decide if it made business sense

Execution:

• Reference visits take place - NYC, Gary, IN, and Pittsburgh, PA
• GIS-centric processed successfully designed/transition plan set
• Stephen team/TES develop BOD presentation/BOD Meeting
• BOD supports plan = authorizes next steps
• Training/compensation plans designed and completed

OUTCOME:  Successful Tactical Events staged during Phase 1 generated approval for Phase II.  Similarly successful results in Phase II (Training) garnered approval to begin overall process change.  The project is ongoing... 

ANALYSIS:  This project showcased how an outside consultant (Tactical Event Solutions) can facilitate strategic internal and external events when a large company is thinking about process change.  This type of internal restructuring is challenging at all times, and often more so when only internal resources (many resistant to process change) are used.   Contact TES today for a free consultation to see how strategic, tactical events can help you transform your business process.