ConQuaestor plays key role in digital transformation of one of the Netherlands' largest energy suppliers.
Challenge: How do we harness the momentum of digital change for broader organizational change?
Solution: Research shows what changes need to happen when.
The challenge
Many companies are digitizing, professionalizing or replacing their ERPsystems. The moment for the CFO to see if they can keep up the momentum of this digital can use change more broadly to redesign the entire organization. Can processes be arranged more efficiently? Should functions be redefined? What is the impact of a broader change on our organization? ConQuaestor finds answers to these questions. We investigate which changes have positive impact and support the CFO then throughout the change process. In this case for one of the major European energy companies.
Broader organizational change has positive impacts for this energy company. The next question from the CFO is whether that change should come before or after the digitization of their ERP systems. take place. This varies from company to company; for example, in some cases the finance function is first digitized and then broader organizational changes are made. At other companies this happens the other way around. For this particular organization, the parallel Performing these change processes together has the most optimal effect. That means that while systems are being digitized, the entire company is also being future-proof is made.
Our approach
We involve the right internal staff and external stakeholders in a project group. Together We answer questions such as: which functions are added, which change and which are dropped? The project group consists of people with experience in change management, both from the HRside of an organization as people with legal and technical knowledge. People who understand What the impact of such a change is going to be for the organization. Together we run a intensive project with a focus on change guidance. We organize weekly meetings with the steering committee and discuss, among other things, how and when we will implement the change with the rest of the organization communicate. Thanks to this project group, which we as ConQuaestor compile and guide, as well as the knowledge of ConQuaestor from best practices within business operations, create broad support within the organization for the proposed improvement initiatives.
The result
The project group provides a detailed vision of the future with answers to all the questions of the CFO. This energy company is tackling the implementation of the future vision itself, but thanks to our interim workers Can the support from ConQuaestor go much further. For example, our also support professionals in implementing the vision and strategy.