A comprehensive HR Business Transformation to establish a new way of working
Between 2021-2024, we worked with a target-driven and needs-adapted change management agenda, achiecing successful results in one of the largest HR transformation in the Nordics
Background & Assignment
PostNord undertook a significant HR and business transformation, Program Rufus, consisting of five projects that impacted all of PostNord’s managers and employees. This included new systems and work processes for time management, staffing, payroll, and personnel administration, transitioning from manual, local processes to standardized, digitalized, and automated workflows. Managers were given enhanced ownership of data. The assignment involved designing the strategy and tactics, as well as leading and driving the program’s unified change management agenda. This included creating the necessary conditions for the transformation within the organization, enabling target groups to understand, increase their willingness, engagement, and capability to navigate the change. This transformation affected approximately 20,000 employees.
Solution
The stream was led by a central change management team in close collaboration with change management representatives from the projects and business representatives. The strategy was based on PostNord's change management framework, supported by the ADKAR methodology. Change efforts were monitored and adjusted through change-supporting activities, ensuring that target groups progressed through the various phases of the transformation. Using a top-down approach, we tactically worked to reinforce sponsorship and ownership in the leadership teams, where ambassadors and the change network across different parts of the business became a key lever to guide target groups through the change journey. On an operational level, we provided change management support in the form of a shared “monthly material,” which served as a foundation for change-supporting activities from the program, such as internal communication and training. All activities were tailored to the target audience to ensure relevance.
Our Role
Influence People's assignment was to design the direction and approach for the program-wide change management efforts, as well as to strategically, tactically, and operationally ensure that the right message reached the right audience at the right time to support their understanding and impact throughout the change journey. Organizationally and operationally, we acted as part of the PMO and as a representative on the program’s management team and steering committees. This entailed responsibility for proactively and reactively leading the change management agenda. We also developed approaches, including a shared “monthly material,” facilitated and led change management forums with business representatives, HRBP syncs, and engaged the organization in the monthly material so they could act as ambassadors and change agents.
Results
With a target-driven and needs-adapted change management agenda, along with continuous pulse checks, interviews, and testimonials, we ensured that all target groups successfully navigated the transformation with the right conditions, skills, and ability to work according to the new systems and processes. We empowered managers to transition from fragmented, manual processes with low-quality output to working within a well-functioning ecosystem with modern, digital, and data-driven solutions. We laid the foundation for PostNord's continued transformation journey.
