The objective was clear: greater distributed ownership, less silo thinking and internal politics, stronger collaboration, faster problem-solving, increased resilience, and above all, a much stronger focus on the customer. The real challenge, however, lay elsewhere: How do you drive this kind of transformation effectively without overwhelming the organization through too much change at once?
At prego services, the initiative encountered an organization that had already experienced numerous transformation programs. The result was visible change fatigue and a genuine risk of overload. At the same time, conflicting requirements had to be reconciled: balancing employee participation with clear leadership and direction from management. Change needed to be participative, but not arbitrary. And it needed to deliver visible results quickly.
During a two-month preparation phase, the foundation for the transformation was established. Together, the teams created clarity around objectives, guiding principles, and priorities. Eight key focus areas were defined to provide the structure for the work ahead. At the same time, a robust communication and engagement framework was developed, involving 11 teams and reaching around 200 employees.
With this foundation in place, the transformation process began with a clear focus on pragmatism and execution. The guiding principle was: “Results, not slides.” O’Donovan’s Hike/Plateau approach deliberately alternated short, intensive phases of change with periods of stabilization. Leaders were systematically developed into change agents and supported through coaching, sounding boards, Change Cafés, and town hall formats. Progress and communication quality were continuously monitored to identify and address obstacles early.
The outcome was tangible: silos began to break down, political friction decreased, and collaboration improved measurably. After around two months, the mood shifted from skepticism to genuine momentum. Change was not only accepted but experienced as meaningful and became firmly embedded within the teams.
A strong example of how transformation succeeds when clarity, participation, and disciplined execution come together, and when change becomes not an end in itself, but a sustainable driver of organizational development.
