CLIENT SHOWCASE:
SOLUTIONS
IN ACTION

Learn how organizations like yours are using our unique solutions to get real results.

CLIENT SHOWCASE:
SOLUTIONS IN ACTION

Learn how organizations like yours are using our unique solutions to get real results.

How Kraft Foods Turned Organizational Change from Panic to Progress

Solution: Organizational Change   |   Product: Right Turns

Kraft Foods is the world’s second-largest food organization, with a selection of products and brands in more than 170 countries. With structure, processes and personnel in perpetual flux, Kraft worked with Paradigm Learning to introduce employees to a deeper big-picture view, and help them gracefully adapt with organizational changes.

Challenge

Kraft Foods’ leadership realized that big changes come quickly and sometimes unexpectedly. The question facing Kraft Foods’ executives: How do we get everybody to understand change and move in the same direction.

“Change management is easier when people have a foundation, an understanding of the concept that there is a big process and people can actually fall off [the bridge] and you have to go and get them and bring them back. That whole thinking process really opens people’s minds.” – Change Management Specialist, Kraft Foods

of management behavior does not SUPPORT change. And 39% of employees are resistant to change.

“Our organization is at the tipping point where people realize change management delivers value, and they want to know how to do it. We’re able to show them the parts and pieces and let them see what is important, and Right Turns® has been a catalyst.”

— Change Management Specialist, Kraft Foods

“Our organization is at the tipping point where people realize change management delivers value, and they want to know how to do it. We’re able to show them the parts and pieces and let them see what is important, and Right Turns® has been a catalyst.”

— Change Management Specialist, Kraft Foods

Action

The answer was found in Paradigm Learning’s Right Turns: Change in Action, a program that guides participants to explore the realities of change and the actions and behaviors that lead to business success.

Right Turns participants gathered around an engaging illustration called a Discovery Map®, a colorful, table-sized visual tool coupled with activity cards that lead participants on a fast-paced journey in which they worked together to explore what they saw—a graphic metaphor of change issues. They were guided into discussions about organizational change and which “right turns” will be necessary for growth.

“Our organization is at the tipping point where people realize change management delivers value, and they want to know how to do it. We’re able to show them the parts and pieces and let them see what is important, and Right Turns® has been a catalyst.” – Change Management Specialist, Kraft Foods

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Impact

Impact

According to Kraft Foods’ own Change Management Specialist, Right Turns was amazingly effective because of several key factors: it’s personal, simple, fun and energizing!

“As soon as we saw it—it’s a universal tool, not just for IS people—we knew we could use it to reinforce lots of change management aspects. We were really drawn to its ability to build conceptual awareness without our needing to create our own material.”

She continued, “Change management can’t function as a ‘silo’ assignment. It is a cultural phenomenon, not a task list. You have to be both relentless and patient about the process. It takes a while for people to understand the importance of shifting your culture by creating change competency—it may take three years, but it will become the new way of doing things.”

 
Read our latest Change Management eBook.

Results

Kraft Foods sent post-training surveys to those who participated in Right Turns®. In the nine months that followed its debut, Right Turns® received a 100 percent recommendation rate. As a result, Kraft Foods has begun exploring how to present the program to the entire organization—more than 100,000 employees strong.

“I had one manager wanting her entire department to go through the program. I take this as a positive sign that they’re getting value out of it. High-level managers will not send their [subordinate] managers through something unless they see a benefit.” – Change Management Specialist, Kraft Foods

of business professionals don’t understand important business metrics. And those who do, have a hard time explaining the numbers to those who don’t.