Introduction

This organisation is a major provider of Motor Finance supporting their business that distributes several automotive brands within Europe, with the headquarters in Germany. The intervention dates from 1994 until today. Initially, the intervention was to work with a newly formed top team who had formed a separate Financial Services business in the UK after moving away from a joint venture with Lloyds. This organisation has its own Dealer Networks and works closely with the core Brands of the business.

Intervention

What started out as a Development exercise for the top team and their direct reports resulted in a great deal of modular training activity, as well as a review of the operations. This, together with a Customer Service review suggested that each of the Branded Automotive companies would be better served by having their own Virtual Business, 100% geared to the needs of the varied and divergent markets, Dealers and customers. Through working with each of the General Managers and Management Teams of the Branded Finance Companies, the new organisations delivered even better customer service to each Dealer Network.

Various projects arose from this work, including setting up the initial Call Centre and the establishment of 'Process Mapping' as a key organisational tool to be taken over later by specialist providers.

Benefits

The benefits of this Partnership in Change Management are varied:

• Rethinking and developing the key top team responsibilities and the structure of the business - especially during the setting up of four Virtual Finance companies operating from a common platform.
• Reviewing the Change Management roles of senior players and equipping them with the ability to master rapid improvements to their business.
• Introducing a common language into the business that focused upon change as 'business as usual'.
• Organisational Re-Design - coaching the General Managers through the process from Vision to Key Performance Indicators (KPI's).
• The application of Psychometrics and 360 degree assessment helped managers to focus upon the skill sets necessary to drive participative change through their Branded Teams.
• Process-Mapping the 'core processes' that support the delivery of customer service to the Dealer Network.