Navigating Change for a Global Packaging Giant
In the world of corporate transformations, few endeavors are as complex and impactful as the overhaul of enterprise resource planning (ERP) systems within a global manufacturing powerhouse. DS Smith, a FTSE 100 company stands tall in the packaging industry, with operations spanning across Europe and North America. Known for their commitment to sustainability and innovation, their recent project—dubbed "Ascend"—was an ambitious leap into the future, aligning their vast network of facilities under one streamlined system. Here, I would like to break down how strategic change management catalyzed a technological and cultural shift within the organization.
Before delving into the project's intricacies, one must understand DS Smith's scale and scope. As a member of the prestigious FTSE 100 index, DS Smith is among the UK's top 100 companies by market capitalization. With a history rich in industrial evolution, the company has grown from a small box-making business to an international packaging behemoth, offering solutions that touch on every aspect of the supply chain. DS Smith's focus on innovation, sustainability, and efficiency has positioned it as a leader in the paper and packaging industry, catering to markets that demand the highest standards in both product and process.
The Ascend project was born out of necessity and strategic foresight. DS Smith's rapid growth, particularly in North America through various acquisitions, came with a challenge—the integration of disparate legacy systems that were either at the end of their life or rapidly approaching it. Rather than opt for upgrading these disconnected systems, DS Smith saw an opportunity to realign its North American operations with its European model, which had already seen significant benefits from standardized systems. The move was bold but calculated, aiming to implement SAP as a unified finance system and an industry-leading manufacturing execution system (MES) across its facilities.
Ascend's goal transcended the mere installation of new software. It was about harmonizing workflows, enhancing data accuracy, and enabling agile decision-making across various facilities in states like Tennessee, North Carolina, Indiana, and several others. This was not just about technological change; it was a cultural shift towards a future-ready DS Smith.
In spearheading the Ascend project at DS Smith, a pivotal piece was building a robust team tasked with a deep dive into the existing 'As-Is' processes. In order to grade the change, you must first understand your starting position. With that knowledge, the team then built bespoke training programs and engaged hands-on with plant workers to ensure enduring change. This group, carefully curated for their diverse expertise and operational knowledge, became the agents of change, guiding the workforce through the transition with tailored learning experiences and a supportive presence on the plant floor. Their commitment to working alongside employees, respecting the company's legacy while steering toward a tech-forward future, was instrumental in embedding the new systems into the fabric of DS Smith's daily operations. However, like most ERP implementation stories, it’s never smooth sailing the whole way, regardless of the team’s merits or how well they prepare.
The Ascend project unfolded against a backdrop of unprecedented global change. The advent of COVID-19 presented a formidable challenge, upending traditional workflows and necessitating an agile pivot to remote operations. As the pandemic swept across the globe, DS Smith, like many, faced the pressing question: how to continue critical operations while ensuring the safety and well-being of its workforce?
Our response was swift and strategic. We transitioned to virtual platforms for training and collaboration, but the digital divide presented its own set of challenges. Connectivity issues, the learning curve associated with new software, and the absence of in-person guidance required us to innovate rapidly. We developed remote support networks, virtual walkthroughs, and online troubleshooting sessions to maintain project momentum.
Yet, the pandemic wasn't the sole challenge. Each facility had its unique legacy systems and localized ways of working, deeply ingrained in the daily routines of the workforce. The task of unifying these unrelated processes under a single ERP system was akin to orchestrating a symphony from a cacophony of individual rhythms and patterns.
Moreover, the project demanded not just technological integration but a cultural one. The recent acquisition of these facilities by DS Smith to mount its entry into the US market meant that there was a delicate balance to be struck between honoring the existing organizational cultures and integrating them into DS Smith's overarching corporate ethos. Resistance to change is a natural human inclination, and we met it with a blend of empathy, open dialogue, and a clear vision of the benefits that the new systems would bring.
Amidst these hurdles, Ascend became more than a project; it was a transformational journey. Despite the complexities, the team's resilience shone through. Remote work became an unexpected catalyst for developing self-sufficiency among plant workers, and the challenges of cultural integration became opportunities to forge stronger, more unified team dynamics.
As we navigated these challenges, Ascend transformed from a goal to a journey that encapsulated learning, adaptation, and the power of collective resolve. The obstacles surmounted along the way have imparted invaluable lessons that now serve as guiding principles for how DS Smith tackles change.
Change management within DS Smith is now approached with a meticulous blend of strategic planning and empathy. The company recognized early on that the success of the Ascend project hinged not just on the new systems' functionality but on the people adapting to these changes. A robust change management plan was essential, focusing on:
A. Stakeholder Engagement: ensuring all stakeholders, from executive leadership to facility workers, were engaged and had a voice in the transition.
B. Training and Support: developing comprehensive training programs and on-the-ground resources to facilitate smooth transitions and continuous support.
C. Communication: maintaining transparent, consistent communication to manage expectations, address concerns, and highlight the benefits of the new systems.
D. Cultural Sensitivity: acknowledging and respecting the varied cultures across DS Smith's locations, ensuring that the changes were not just imposed but embraced.
E. Agility: being prepared to adapt the change management plan in response to evolving challenges, such as the pandemic.
Despite the obstacles, Ascend showed just how adaptable DS Smith and the project team could be. We successfully went live with the new systems across its targeted facilities, witnessing immediate improvements in operational efficiency and data-driven decision-making. The success of Ascend has set a benchmark for similar transformations in the company, both domestically and abroad.
In reflecting on this transformative odyssey, it's clear that change is not a destination but a continual path we tread, marked by the milestones of learning and improvement. And as we march forward, the principles of detailed planning, stakeholder engagement, and robust support systems that underpinned Ascend will continue to light the way. For DS Smith, the Ascend project was more than a change management success—it was a reaffirmation of their commitment to lead the industry not just through the strength of our products but through the resilience and vision of its people.
