Reference: Case Study Philips – Project Management

The main issue & initial situation: A global transformation program was initiated by the Executive Board of Philips. The core of the program was to design and implement a new end-to-end process, which impacted the roles & responsibilities in all markets globally.

EIM function: We were involved in several stages of the program, in order to add structure and to drive the implementation. We added value as project managers within the work streams Process, Organizational Design, Learning & Capabilities, Change Management and Finance. We monitored the planning and interdependencies. EIM was also involved in designing the new end-to-end process, as well as supporting HR in the design and implementation of the new Organizational Design.

The biggest challenge: The challenge within this project was to bring the designed end-to-end process to life in all markets globally, without going back to the localized process of scattered and duplicated activities. This was achieved by involving stakeholders early on in the design-phase of the process, as well as setting up a thorough Change Management and Learning & Capability development plan

EIM USP: The added value of working with external Young Executives in this project was the speed and pragmatism that was brought to the team. The pragmatic approach of achieving quick results, combined with a strong emphasis on the human side of change, proved to be highly beneficial. This outside view helped the team in realizing the change

Project duration: 12 Months

Current Situation: The new Organizational Design is implemented and employees are trained on their new roles and responsibilities. We are currently involved in the follow-up projects of the transformation.