Successfully merging two major automotive leasing players & Securing a complex, long-term transformation to create a global leader in automotive leasing.
CONTEXT
Following the acquisition of an international automotive leasing company by a major banking group, the challenge is to successfully create a new French entity, bringing together two organizations with distinct cultures, practices, and histories.
This large-scale transformation affects nearly 2,000 employees in France, amidst significant uncertainty, legitimate concerns, and a profound shift in organizational frameworks. A robust change management framework is essential to secure operational implementation, maintain long-term engagement, and support the building of a common organization.
Modjo was involved in the Change & Transformation stream, integrated into the Integration Management Office (IMO), with the mission of securing the creation of the French entity and supporting the teams throughout the integration process.
MISSION OBJECTIVES
The mission first aims to mobilize employees over the long term, in a context of progressive, multi-stage transformation, without loss of meaning or disengagement.
It also aims to address employee concerns, establish a climate of trust, and ensure their commitment throughout the integration.
Our support provided genuine operational assistance to the business lines, by concretely assisting them in implementing practical solutions to accelerate and secure the operational implementation of the integration.
Finally, it seeks to develop collaboration and cross-functionality among teams, while enabling sustainable skill development for employees and managers to fully play their role in the transformation.
RESULTS
Economic Performance
The mission helped secure the operational implementation of the new French entity, by ensuring business continuity and controlled execution of the transformation over time.
Employee Engagement
A change management framework co-constructed with all stakeholders helped maintain a high level of engagement, by providing tailored responses to the common and specific challenges of each group. The establishment of continuous listening and a community of representative relays strengthened trust and the quality of dialogue.
Societal Performance
The transformation was conducted with a focus on respect for individuals, active listening, and inclusion, by giving employees a voice and taking into account their on-the-ground realities. This approach helped build a more transparent, collaborative, and cohesive organization.
APPROACH / METHODS USED
The approach was based on a change management plan co-constructed with sponsors and business leaders. Following an Agile methodology, it was continuously adjusted based on employee feedback and the ongoing developments of the transformation (market impacts and progress of technical workstreams).
It incorporated key collaborative initiatives, including workshops to embrace the new identity and discover the new strategic plan, rolled out to over 95% of employees.
A network of 50 Change & Culture Champions, representative of the organization, was established to gather qualified and regular feedback, act as on-the-ground relays, and inform the continuous adaptation of the initiative.
Finally, a management bootcamp was designed to support nearly 300 managers, combining methodological insights with practical scenarios, to enable them to fully embody the transformation for their teams.
A dedicated program was also implemented to support the headquarters relocation with change management actions before, during, and after employees moved in.
