Challenge
Implementing an interactive performance management system and aligning the entire organization to Arval DNA.
A top player on the operational leasing market, Arval presented an interesting cultural mix, with a large informal dimension, with valuable, but heterogeneous employees, crossing, in addition, a new phase (change of leadership).
Changing the paradigm in which employees were accustomed to working and report to the company and transforming performance into a desirable and tangible goal.
Context
Externally: Arval occupies a competitive position in relation to its changing environment. According to the latest press release of the Association of Operational Leasing Companies, in 2015, operational leasing companies accounted for 17% of all new registrations in Romania, 2% more than the previous year, and the mobility solutions requested by customers are beginning to orbit to the full operational leasing service, which includes both the financing and the management of the fleet. Therefore, a market which is not only growing, but it’s becoming even more demanding.
Internally: informal culture and the high level of autonomy, specific for a company with the size of Arval, indicated the potential for communication and collaboration, however, without this representing a guarantee for performance and procedure. Furthermore, there are added the recent change in leadership and the desire to operate a substantial positive change, both in terms of culture and business itself.
Objectives
- Aligning the entire organization to the cultural DNA and strategic directions
- Improving internal communication and collaboration
- Accelerating employee performance
The action for achieving these goals had to be a unifying and relevant one for the whole group, in order to generate enthusiasm and adherence.
