Vlerick HRday 2013: Change Management - Philippe Persyn & Marc Verbruggen

1. 0
Vlerick HR Day - June 12th
Philippe Persyn
Marc Verbruggen
The road to the future...
when nothing is certain,
all is possible

2. This is not...
•A story of heroes
•THE success story
•The perfect road towards the future

3. • Our journey
• Our hopes and fears
• Collaboration
• Personal learning & leadership
• Understanding and misunderstanding
• Managing the paradox
It is about...

4. Reorganization:
Dead End
or Investment in the Future?

5. 2009: No more certainties?!
4
Liquids & Creams
Production
QC Labs
Warehouse
Parenterals Production
Transdermals
Production

6. Announce: Nov 2009
Implementation : 2012/13
CAMPUS
R&D
Staff
Functions
Beerse
Manufacturing
Liquids &
Creams
Transdermals
Steriles Supporting
Key complexities
Time: friend or enemy?
• Retention
One big family?
• Different realities

7. One truth: multiple realities
• Different chains limit
view on ‘the truth’
• Acknowledge it,
respect it, embrace it
Employees
Leadership
team
Senior
Management
Unions Ourselves

8. Employees: keep distance ... ?(*)
(*) you might need to fire someone
Employees
Leadership
team
Senior
Management
Unions Ourselves

9. Our primary
task as
department
Care for our
employees
New positions
within JSC
Good working
environment also
in tough times
Transparent
communication
Highest product
Quality
Safe environment
Reliable supply
ψ contract
Employees: keep distance ... ?
Employees
Leadership
team
Senior
Management
Unions Ourselves

10. •Handle with priority
•On or off the boat?
•Retention! Hope is a dangerous strategy
•Provide the tools
•Clear who decides
(*) they might have a different opinion
Leadership team: limit involvement ...? (*)Employees
Leadership
team
Senior
Management
Unions Ourselves

11. • Your key sponsors
• No delegating up
• THEY need YOU
• Ask what YOU need
26 positions were re-created
Strong Campus support: Operator- & Flex Pool
(*) they might think it is out of control
Senior Management : Tell them all is under
control...?(*)
Employees
Leadership
team
Senior
Management
Unions Ourselves

12. - We all have our roles
- Unilaterally stop negotiations
- Helping our employees
- Thinking outside of the box
- Mutual respect
(*) Their opinion is different anyhow?
Unions : Involve when strictly necessary...?
(*)
Employees
Leadership
team
Senior
Management
Unions Ourselves

13. - Implementor > Execution
- Avoid “Business as Usual”
phenomenon
- HR – Business partnership
- Be the face of the change
- Sometimes you just don’t
know and stay awake at night
...
(*) you might be seen as a weak leader/person
Ourselves : Be strong...? (*)Employees
Leadership
team
Senior
Management
Unions Ourselves

14. Where it has led us to ...
• Employees:
– Employee impact: significantly
reduced
• Leadership team: no regrettable
losses
• Sr. Management: Beerse site
recognized as key manufacturing site
• Unions: we each have our roles,
mutual respect
• Ourselves: ...
• Some people liked our approach,
others didn’t

15. Key take aways
You are only
human – Look
for partnerships
Brand your re-
organization
Implementation
> Execution
Stay open to
how
environment
evolves
[Connect]³
A bit of naivity
might help

16. 15
The road to the future...
when nothing is certain,
all is possible
Thank you!