At a meeting in September 2007 of the executive committee of Bayer MaterialScience, Greg Babe knew he was expected to present a detailed plan for reducing overhead costs at the company's North American headquarters. Earlier that year the committee had suggested shutting down the headquarters altogether; to preserve the region's credibility-and his own position-Babe would have to find some impressive savings. And he did. The plan he presented would cut 25% from the $400 million in overhead costs. But Babe didn't stop there: He asked for $70 million in additional resources, which he would use to completely transform and grow the business. That bold proposal paid off. The committee endorsed his plan and granted the $70 million, giving Babe 18 months in which to deliver. Now he would have to lay off hundreds of employees, retrain 1,000 others, outsource many operations, roll out new IT systems, and modify the company's product offerings. Following the mantra "Simplify, standardize, automate," the members of his transformation team redesigned virtually every one of the company's business processes. But perhaps most important, they developed change-management skills within the organization.

【書誌情報】

ページ数：7ページ

サイズ：A4

商品番号：HBSP-R1107A

発行日：2011/7/1

登録日：2012/3/28