Table 1 The key insights of the CHQ change
From: Transforming corporate headquarters: a case study of a collaborative journey
| Key insights | - High involvement of CHQ employees, thanks to the novelty of an in-house collaboration method. - Intensive pace of change that counterbalances the CHQ’s propensity for inertia. - Specific articulation of the focal actors (TMT, transformation department, facilitators, and governance entities) throughout the process that ensures transparency and information availability. - Change process that serves as a laboratory for demonstrating to the entire group the value of this type of approach. - Development of a new mindset at the CHQ, no longer at the head of the Group, but at the service of the BUs. - Use of qualitative guiding principles instead of quantitative targets. - TMT defining the Why of the change with some guiding principles; the employees defining the How. |
| Risks for the future | - Rollout of the new organization by middle managers not engaged in the change process. - Potential return of old habits. - Challenge of extending these new practices to the entire group, beyond the corporate headquarters. |
