Change management case studies
tesa – tesacohesion change management
BRIEF: To reposition tesa UK's industrial product and service offer.
RESPONSE: tesa UK is a major manufacturer of adhesive tapes and adhesive tape technologies supplying products and services to industries including Print, Automotive, Furniture, Electronics, Packaging and Construction. The tesa product range includes a large number of patented technologies and is produced to a very high quality.
The company offer is more than the products in the range. The sales teams have in depth experience using tape technology in their markets. They also have direct access to the R&D teams to create bespoke formulations. Other services available include application testing, training, supply chain management and factory floor support.
Before this programme was developed, many of these 'Value Add' services were not communicated to the customer and were not always front of mind with the sales team. We developed a programme which we named 'tesacohesion', focused around the 4'ps' - tesaPeople, tesaProducts, tesaProcesses and tesaPerformance.
This approach energised the whole business, from the sales team to the back office and it was adopted widely across tesa businesses in Europe.
Milton Keynes Service Partnership (MKSP)
BRIEF: To manage the internal and external commmunications programme during a period of change.
RESPONSE: MKSP, the Milton Keynes Service Partnership, was established as a limited liability partnership in 2013, to provide a new model of service delivery for both the public and private sector. The organisation is based in offices owned by Milton Keynes Council, at the heart of one of the UK’s fastest growing and most successful urban centres.
More than 700 staff work here, providing a range of support and front-line services to the local authority and to the wider market of public and private sector clients and commercial organisations.
The services provided include: ICT, Print, Finance, Internal Audit, Revenues & Benefits, Anti-Fraud & Investigation, Debt Collection, Risk & Insurance, HR, Property, Building Services, Business Support, Parking, Facilities Management, and the Integrated Passenger Transport Unit (IPTU).
Tregartha Dinnie held a number of workshop sessions with senior team members to identify strategy and key messages. These were drawn together into a unified communications plan focused on internal team members and potential clients and staff. The first programme deliverables include an MKSP website and a brand refresh.
Mobil – Fluid Management
BRIEF: To focus Mobil Industrial Lubricants' sales and communications activity.
RESPONSE: 'Mobil Fluid Management' (MFM) was a programme that evolved from an in depth consultancy project carried out by the agency. Industrial Lubricants were becoming a necessary 'cost' to a business, that was to be reduced by seeking low priced commodity products and lengthened service intervals. Whilst the overhead to the business was reduced in the short term, over time, significant costs from equipment failure and down time could quite easily reverse these savings.
The Mobil Fluid Management programme was devised in conjunction with the leadership team, to bring together a number of services to support the correct use of Mobil Lubricants. The MFM team would place an employee in the workplace with responsibility for the maintenance schedule on machine tools and plant, taking responsibility for stock control, routine maintenance, lubricant monitoring and cleaning, environmental control, waste management and oil analysis.
Customers reported a reduction in costs over the medium term and a marked increase in equipment reliability. The programme was adopted first in the UK and then Europe wide.
Learning and Skills Council
BRIEF: Critical communications programme to maximise engagement over College merger plan.
RESPONSE: We were approached by the Learning and Skills Council to present the findings of a consultancy report on the merger of a number of FE colleges in the Midlands. The project had been anticipated with a good deal of local resistance and potential objections, and the initial report, prepared by one of the large Consultancy firms, did little to present the findings in a positive light.
We took the original report and completely rewrote the content to match the vision the leadership team were trying to convey. The studio created a number of literature items to support and present this, and the Tregartha Dinnie account team worked with the colleges' directorate to assist with the news management issues.