A company in the financial sector, with a 3.000+ staff and over 30 years of operations in Poland was faced with this type of a challenge. The company reached a significant position on the Polish market, has been well perceived by its clients, and noted very good operational and financial results. The management team wanted to make use of that good situation to reinforce the company's position and create a solid foundation for its future success.
The organization started intensive work on its new strategy. Ambitious strategic goals were set out with regard to the future value of the company, number of clients, market share and its offer of new services. The board realized that these challenges could not be met without changing the manner in which the company had functioned before. One of the important pillars of the new strategy was the transformation programme. It included changes in the processes and ways of work, in thinking about the clients and the methods in which their products were defined, all drastically different from the processes previously functioning – processes which in the eyes of many were also the very source of the company's success.
In the case of such extensive transformations, every area needs to adopt a different optics and question its own to-date modus operandi. Unfortunately, not all managers, even the top ones, are ready to accomplish that. In this case, the manager of the procurement team manifested very strong resistance against change. High expectations connected with the pace of conducted procurement processes, market insights, and completely new procurement categories led to a situation in which procurement director resigned from the job, and, on top of that, due to health issues, the said manager disappeared from the company practically overnight.