UPSIDE Consulting increases engagement within and between customers functional teams

UPSIDE Consulting was requested by Esteves Poland to evaluate teams behaviour, spirit, collaboration and communication patterns, to identify improvement potentials and to work with the teams' on the development of the corresponding soft skills.

Problem:

Esteves Poland, a mid-sized company within the international Esteves Group, faced upcoming business development challenges. The Groups top management aimed to support the local team in preparation for these changes. Together with the customer, the primary focus was to equip the team for managing change efficiently while improving collaboration and communication. Three selected supervisors were chosen to lead the change and drive improvement efforts.

Objectives:

The goals were i.) to identify the improvements needed at the individual, team and organizational levels, ii.) to address the risks and opportunities of the change process, and iii) to maximize the engagement. Additionally, the aim was to provide personalized coaching and mentoring for the supervisors and enhance communication across teams, strengthening cooperation and aligning the organization around common goals.

Methodology:

• Questionnaires and structured interviews to gather opinions and analyse data
• Workshops
• Individual coaching sessions

Approach: 

The process began with an analysis of the company's needs through direct meetings with top management and local supervisors, supported by customized questionnaires. A 12-months program was then developed in collaboration with Esteves top management, focusing on workshops in change management, communication and teamwork. These workshops were initially held with individual teams, followed by a collective meeting involving the entire organization. This marked the programs first phase.

The second phase involved individual coaching/mentoring sessions with the three key leaders from finance, operations, and IT.

Result:

the initiative resulted in enhanced cooperation and a reduction in issues that previously required escalation to higher management. Improved communication between customer service and operations led to better production planning, optimized work-in-progress (WIP) levels, and enhanced service quality. Pending IT solutions were implemented and adjusted to meet both corporate and local needs. Evaluations of the three leaders improved with positive feedback from both, supervisors and their teams. One leader was identified as a potential successor for a higher role within the company.