Our client was the world’s largest privately owned company with $120B annual revenue and 142,000 employees in 65 countries.
They had a mature change management center of excellence that consisted of 30 FTE spread across North America, EMEA, APAC and LATAM. This global change CoE primarily worked on ERP projects, signature IT projects, and large scale business transformation programs.
The client’s global change CoE would typically require 40-50 external change management consultants to supplement their FTE on an annual basis. They were struggling to source these consultants; in some instances, they simply could not source local bi-lingual change managers of the right quality. This meant that projects were progressing without the necessary support.
Due to the scale of change management delivery happening simultaneously across a huge geographic spread, the consistency of change management deliverables was suffering. Adherence to the global change CoE’s methods, tools, templates and standards was slipping. As third-party consultants were representing the global change CoE, this often led to sponsors and leaders attributing a lower level of service provision and quality to the CoE itself.
The client required a service provider that could execute the change management work in all regions within which they operated - NA, EMEA, APAC and LATAM.
The Global Change CoE wanted a partner who could support demand and capacity planning for change management execution, assign the right resources rapidly, and adjust resources flexibly as demand fluctuated in number and complexity.