Babcock International Group plc is a British multinational corporation headquartered in the United Kingdom, which specialises in support services managing complex assets and infrastructure in safety- and mission-critical environments.
Although the company has civil contracts, its main business is with public bodies, particularly the UK Ministry of Defence and Network Rail. The company has four operating divisions with overseas operations based in Africa, North America & Australia.
Babcock has a fairly federal, decentralised culture. Each business tends to be operated as an independent profit centre. As a result, the IT platforms were fragmented and incompatible. So a strategic corporate initiative was to roll out a standardised desktop platform called Picasso.
Our client expected a lot of resistance from managers within the separate business units so in 2012 Babcock HQ approached us for a change management solution.
We designed and developed tailored one-day (Business Change Manager) and two-day (Change Manager) workshops with exercises based on the new Picasso roll-out. These were supplemented by work-based qualification assessments with the Centre for Change Management.
Mobilising staff and associate facilitators, we rolled out a series of workshops across the UK to synchronise with the roll-out of Picasso itself.
The outcome was only moderately successful. Despite very positive feedback on the workshops, Picasso was late. We took away the lesson that the timing of such training is critical.