Training and Communications on a Business Transformation Programme for a Food Manufacturer

We were engaged by a fast food manufacturer & franchiser to deliver training and communications on a business transformation programme.

The business was growing at pace and the company required a new ERP system to manage the volume of transactions
Our challenge was to help the business understand how the new system would change their roles through the delivery of training and communications
The company decided to go live during one of their peak trading periods, necessitating a seamless transition from the old way of working to the new way of working
In order to meet the demand on the day of the go-live, all sales orders had to be shipped during a short delivery window

We first conducted an impact assessment to analyse the scale of the change between the current way of working and the new way of working by role and process area
These results fed into a training needs analysis where we determined the topics needing to be trained out to the business by topic, function and role
Built and delivered a training programme following the “train the trainer” approach in order to develop capability in the business
To address the divide between the business and the project, we regularly escalated training attendance to the appropriate directors
To reinforce training and prepare the business for the seamless transition to the new way of working, we conducted negative testing leading up to the go live
Leading up to the cutover, we ran a series of communication campaigns, including general awareness and contests to reinforce training
We tailored the communication campaigns by functional area. To ensure the warehouse teams were ready to meet demand and ship all the orders on the day of the go-live, we facilitated a quiz run by the warehouse managers. The quiz focused on the key changes in the new way of working so that the teams were ready for the go-live. Additionally, we created large posters depicting the new processes in the warehouse.

Go-live considered a huge success as 97% of deliveries were on time from Day 1
Several weeks after go-live, the business was able to meet customer demand and reached recorded levels of manufacturing
Directors fed back that the communication campaigns reinforced the training and were the reason their teams were ready for the go-live