Archives: Changepartners Stories

Client Need

Tallink acquired Silja Line a few years ago. In this context, the challenge was to increase top and middle managers’ ability to manage constant changes influencing their teams.

Our Solution

Delivered Prosci Manager Program and follow-up implementation support for Tallink ship captains and intendants. The program consisted of a 2-day training, followed by change project implementation by each participant and a 2-day reinforcement event.

Results

• Five groups and apx 75 managers from 3 countries participated in the program with high satisfaction rates.
• Prosci toolbox (ADKAR) is reported to be used after this training as a shared language among the managers to discuss changes.
• Project implementation in process.

Client Need

Pipedrive is a sales CRM and one of Europe’s most successful start-ups, making life easier for over 90,000 customers across 175 countries. A cloud-based sales software company that began as a small start-up has grown into a company of over 800+ employees and offices in 5 locations globally. A bigger organization requires new processes for running the business and motivating the highly skilled staff. Operating in a highly competitive environment demands innovation to provide improved customer experience and solutions.

Our Solution

• We provided the company’s key group of managers with a shared framework and methodology for managing change projects.
• 25 Pipedrive area managers participated in Prosci change management certification program.
• 10 groups of top and middle managers received Fundamentals of Change training.
• The workshop was delivered to 100+ employees to increase change readiness company-wide.

Results

• Successfully implemented change projects.
• Prosci certification program and other training programs have been added among Pipedrive regularly offered training solutions to its employees. 

Client Need

Tallinn City was developing a new IT system for improving its legislation processes of important City decisions. The new system was planned to outplace the old IT software, increase efficiency, transparency and engagement. Although technical solutions were ordered in procurement, its implementation needed to be supported to achieve adoption in all agencies.

Our Solution

• Delivered project team workshops and coaching to create a project implementation plan, change management plans and define roles​
• Provided the project team a shared framework and tools for planning and implementing the change project. Certified change manager and the primary sponsor of the project in Prosci 3-day Change management Certification program.​
• Will improve top and middle managers’ change management skills in a 2-day Prosci workshop. ​

Results

Improved change management competencies and in-house capabilities to run the project successfully. Project plan created and critical milestones to be achieved.​

The process of creating a new strategy involved most of the staff and generated commitment and communication from top to bottom.

Client Need

The main objective of the program was to support the implementation of the strategy of Eesti Energia Group through the development of leadership competencies, providing participants with theoretical knowledge as well as practical skills.

Our solution

• Between 2016 to 2018 we carried out the program for nearly 300 managers from the primary level to the top managers, including the management board of Eesti Energia. In 2019 the program continued.
• The focus of the program was the creation and implementation of a strategy, team leadership and development, and change management. The program was built on the principle of 70:20:10, where the central idea is that new skills and knowledge would be used in the workplace after the training. The development program consisted of 8.5 practical days of training with follow-up seminars supporting the implementation of the study.
• Program strengths which were brought out by the participants: practical content, supporting learning tools for managers, group coaching, workshops and presentations.

Results

• Significant increase in managerial competencies.
• Each participant designed and implemented a real change project with his team during the development program, which gave value to the company and also to the manager’s development.
• Managers started to use tools acquired during this training on a daily basis, ie – a strategy model has been introduced into the group as a whole.
• A more harmonized management culture.

Feedback

“It was a very comprehensive and intensive development program that addressed all the key issues of management. The greatest added value was the practical tools, which can be used very successfully by executives in their everyday work. Despite big amount of participants, we still managed to find time for individual change projects created by each manager at the end of the program. This program will definitely help to improve the management culture of the whole organization.”

– Karin Taalik, Eesti Energia Leadership Development Manager

Client Need

The goal was to develop the negotiation skills of client managers who play an important role in the success of the bank. It was important to increase their ability to understand and influence different people.

Our Solution

• The training focused on three key aspects of the negotiation – relationship, styles and process.
• Using the DiSC profile, each participant got to know their personal negotiation style and behavioral peculiarities, strengths and development needs. Through DiSC-based tools, participants learned to recognize the client’s behavioral style and to choose the right negotiation strategy which adapts to customer preferences.
• Participants learned how to prepare for the negotiations, start them in a correct way, listen to the position of the partner and ask questions, convincingly and self-assertively present their position, different techniques of influence, negotiate a common interest and seek initiative, deal with opposition and difficult situations, negotiate a decision.

Results

• Better negotiation skills.
• Participants started using effective persuasion techniques based on the tendencies and behavioral patterns of the client.
• Participants gained the ability and knowledge to rightly analyze ongoing negotiations and to plan for future negotiations in a meaningful way.

Feedback

“I learned a lot from the training – how to better prepare client meetings and more systematically adapt to the negotiation partner. DiSC will definitely help to communicate more effectively with the other party in the negotiations.”

“With the help of DiSC I learned to better understand myself and to better manage myself by understanding different types of clients.”

Client Need

The goal of Endover, the leading Estonian real estate developer, was to increase the efficiency of project implementation and cooperation between units and roles by developing leadership skills. The client also wanted to gain clarity and dedication to the company’s future strategic goals and choices in their fast-growing business.

Our Solution

We implemented a 5-module development program for nearly 20 leaders with Everything DiSC Workplace behavioral profiles and hands-on leadership tools. We focused on the manager’s personal effectiveness, leading the people and collaboration process and managing change. The program included Lean Collaboration Simulation as an innovative element to help analyze teamwork and process management skills. At the end of the program implementation of the gained knowledge to the workplace was supported by a group coaching day.

During the 2-month period, we also helped the leadership team to develop a corporate strategy clear and concise enough to fit on one page and is therefore easier to communicate. The strategy map method makes it easier to align company’s and business areas’ strategy maps and involves a large part of the employees in the strategy creation process.

Results

As a result of the development program, the leadership and collaboration competence of the project managers increased, and the team was more aligned with the common goals.

The process of creating a new strategy involved most of the staff and generated commitment and communication from top to bottom.

Client Need

The rapid rise in passenger numbers necessitated the upgrading of business-critical processes in passenger service and risk management, and it was important to train managers and project teams to manage these changes and increase their ability to handle changes in the future.

Our Solution

• 3 groups of top and middle managers passed Prosci’s change management program
• The project team and change ambassadors were selected to develop and deploy a toolbox for managing changes

Results

• Increased change management capability.
• Intention to apply the Prosci methodology throughout the company to improve the effectiveness of various change initiatives.

Client Need

Established in 2000, Enterprise Estonia (EAS) promotes business and regional policy in Estonia and is one of the largest institutions within the national support system for entrepreneurship by providing financial assistance, counseling, cooperation opportunities and training for entrepreneurs, research institutions, the public and non-profit sectors. The project was called to support the leaders of Estonia’s ambitious growth companies in designing and implementing integrated development plans.

Our Solution

In 2016 under the framework of the EAS Enterprise Development Program, we helped nearly 30 managers of manufacturing and IC companies to develop a development plan for their organization. Each manager was mentored by a top-management experience mentor for 30 hours.

We implemented tools for strategic and change planning, and included other management members of these organizations in discussions.

Results

• Greater clarity in the company’s development goals and resources.
• Development platform and new ideas for the growth of the company.
• Promotion of product innovation and increased export capacity.

Feedback

“Practical and realistic. The mentor is very helpful in both the development plan and the company’s overall strategy and personal counseling.”

“The mentor looked at the company with a look of an outsider. Saw what others do not see on a daily basis. For me personally most important was that he encouraged the company to grow and continue in the same way.”

Client Need

The goal was to enhance the achievement of strategic objectives of authorities, improve the administrative capacity and management capacity of middle managers in public service through the development of the competency model and development program for middle managers.

Our Solution

We conducted a study among 500 public service middle managers in order to identify their key challenges, common management activities, etc. Together with the customer’s expert group, we developed descriptions of core competencies and sub-competencies of a competency model and an assessment scale for public service middle managers. The model is different from many others because it was created as a so-called open model, i.e. the institution is able to supplement this universal model with their organization-specific competencies, which increases the operational value of the model. The model was tested by 100 managers and it was implemented as a pilot in one institution. In order to create a development program for Estonian public service middle managers, we conducted a survey among four foreign public service middle managers. To introduce the new competency model and development program created as part of the project, we moderated a dialogue forum for managers.

Results

• High satisfaction level from testing the competency model
• High readiness among managers to take the competency model into use
• Great interest among managers to participate in the development program

Feedback

“Today, the competency model has become a daily tool for development.”

Client Need

TREV-2 Grupp is a group that is focused on the construction and maintenance of infrastructure objects, structures and civil engineering works. They have modernized the majority of the Estonian road network. Approximately 400 people work at the company. The goal was to achieve higher efficiency and profitability of the company and better synergies between recently merged subsidiaries by developing a new strategy and values.

Our Solution

We supported the management in creating a new strategy by conducting strategy seminars for developing the mission, vision, goals and metrics. Over three consecutive years, we organized dialogue forums for key employees (managers) and staff in order to create better alignment of joint values and strategy and to enhance cooperation between entities and the efficiency of the organization in carrying out the strategy. We helped managers to understand how important their role is in carrying out the strategy and to take more conscious responsibility for the development of their team. In addition, we supported the management and heads of the department in creating a new organizational chart and developing the process.

Results

• Clear group structure and dedicated management and heads of department.
• Better organizational alignment and synergy between subsidiaries that had been operating separately.
• Change in the organizational culture toward desired values.
• Increase in satisfaction among customers and employees themselves.
• Improvement of the company’s key indicators.

Feedback

“There was a feeling of being able to cooperate between subsidiaries. Created confidence of working in a right way and in the right direction.”