This document outlines Tetra Pak's approach to change management, highlighting the importance of structured methodologies and leadership involvement in successfully navigating organizational changes. It emphasizes the need for collaboration across HR, communications, and business transformation to effectively support change initiatives and address current challenges. The document also defines roles within change management, showcases the company's commitment to fostering a change-oriented culture, and provides a framework for continuous improvement in change management practices.

1. Change Management Skills
Development
Kristian Åsberg

2. Restricted
RH/2013-05
Presentation
Kristian Åsberg
►Director Centre of Expertise Learning
& Development
►Change Management Director
►20 years of experience from L&D and
CM within Swedish Marines, Scania,
IKEA and Tetra Pak
►Chairmen and founder of the Swedish
Learning Association, Swedish
Learning Awards and Swedish Change
Management Awards

3. History
“A package
should save
more than it
costs”
Dr Ruben Rausing

4. Tetra Pak
the multi-possibility company
ConsumersRetailersCustomers
Market
companies
Processing
Packaging

5. We commit to making food
safe and available everywhere
Employees: 24,350
Net sales: Mio € 10,360
Countries where Tetra Pak packages are available: >170
Number of package sold: 180 000 000 000
JH/2012-04-26
/ 5Tetra Laval

6. Change Management
Internal

7. Agenda
►Why Change Management?
►Where are we?
►Roles and competence for Change Management
►Where do we want to go?

8. Why Change
Management?
Internal
KÅ/2012-02-22

9. Current situation
► Tetra Pak manages around 1,500 projects a
year – some with a considerable change
management component
► We have not supported change in a
uniformed way
► Change management will be needed for our
capabilities development, competitiveness
and to support 2020 strategy
► There has been an insufficient collaboration
between HR, Communications and Business
Transformation to drive improvements in how
we manage change
► Change Management is key to project
success – research shows that effective and
integrated project, change and financial
management is required for success
Tetra Pak Internal
2009-04-23, KA, AB Tetra Pak
How it looks today

10. Therefore we need to:
► Be responsive and flexible during times of
change
► Have one common approach and a
supporting organisation
► Execute change faster
► Ensure that the desired changes stick
Business need
The increasing competitiveness and pace of change in
our industry requires us to change and continuously
improve faster and more effectively.
Internal
KÅ/2012-02-22

11. Change
Understand the need for change in a developing business
environment. Drive, embrace and implement identified changes
Examples
► Takes action despite uncertainty
► Is energised by new challenges
► Able to see situations from different perspectives
► Approaches conflicts constructively
► Gives responsibilities in change programs to key,
well respected people in their team
► Involves their teams in change and listens to
their suggestions
► Suggests breakthroughs and influence
senior managers to support their ideas
► Invests their time visibly in change efforts
► Not satisfied with the status quo
Leadership at Tetra Pak
Demonstrating good leadership
Internal
KÅ/2012-02-22

12. Where are we?
Internal

13. Methodology
Built on the Kotter 8 steps model
Change Management Concept
Consist of three building blocks
Toolbox
Tetra Pak adapted tools and reference
models
Training programmes
To increase individuals’ competences and
capabilities to support change initiatives
Internal

14. Kotter Steps Kotter Stages Key Tools Reference models
1 .Increase Urgency
Creating a Climate for Change
Change Readiness Assessment
Change Agenda
Stakeholder Management
Desired Future State / Current State
Force Field Analysis
OTIS
SWOT
Adoption Curve
McKinsey 7’s
RACI (Roles & responsibilities)
LPD Summary
2. Build the Guiding Team
3. Get the Vision Right
4. Communicate for Buy In
Engaging and Enabling
the Whole Organisation
Change Curve
3 Box Model
Networking
PACK
Rainbow Model
Low Hanging Fruit
Strebel Change Grid
Change House
3 A’s Model
W Bridges Transition
Communication Guidelines for Managers Handbook
Training guidelines and plans
5. Empower Action
6. Create Short Term Wins
7. Don’t Let Up
Implementing and
Sustaining the Change
Empowerment
Team Process Review
Unfreeze / Change / Refreeze
Tipping Point
Conflict Management Strategies (Killmann)
Reward accomplishments & milestones
Change Effect Survey
8. Make It Stick
Additional Materials
Toolbox Templates
Keep, Stop, Start, Change
Strength Deployment Inventory (SDI)
Link to Corporate Communications
Link to Project Management
JP Kotter Change Management presentation
Facilitation Checklist
Recommended Reading
Problem Solving Methodology (PSM)
Items in BOLD indicate tools used at training
Change Management Tools Matrix
Based on Kotter Change Model

15. Implementing and sustaining the concept
Result so far
Cascades in other programmes
Secured integrations of cascades.
On demand programmes
Delivered 30 tailor-made programs for market / function with a special
and urgent need. Delivered cluster management “call for action”.
Change Management programme
200 facilitators have been trained from different functions and markets in
our 4 days Change Management programme
Network session
Delivered network sessions with the aim of knowledge sharing,
establish best practice, improve concept and identify capability GAP‘s
Internal
Business alignment
With competitiveness program, TopEx and strategic 2020 projects.

16. Roles and competence
for Change Management
Internal

17. Level of change complexity
Major change complexity for example
strategic, BT and capability development
projects or organizational development. The
project or line manager needs to allocate a
change manager
Medium change complexity for example
development and technology projects or
change of working methods. The project or
line manager is supported by a facilitator
Limited amount of change complexity for
example team development, continuous
improvement or installation project. The
change agent for example project or line
manager handles the change and are
trained via cascades and e-learning
What kind of support is needed
Internal

18. Change roles
Change sponsor
Change Manager
Change agents
Change Receivers
Change agents
Internal

19. ►Change sponsor/champion
− Presenting and selling the vision of the new future, motivating people to work towards
this future.
− Reviewing progress at defined milestones or ‘gates’, and only allowing continuation if
milestone criteria are met.
− Acting to remove resistance and other organizational blocks that hinder the changes
being implemented
►Change manager/facilitator
− A person who have the responsibility to drive and implement the desired change
− A practitioner and expert of the process who is coaching the sponsor, management
team, project or line organization
− Can be involved in cross function task forces supporting major change initiatives in line
with 2020 strategy in a capacity of internal consultants
►Change agent
− Cascading the change message throughout the organisation
− Looks out for resistance, measure readiness, assess existing people/structures
Change Management R&R
Internal

20. Where do we want to
go?
Internal

21. Change Management
Highest rate of
project failure,
turnover and
productivity loss
Highest
probability of
success
People-dependent
without any formal
practices or plans
Little or no change management appliedAdhoc or
absentLevel 1
Many different
tactics used
inconsistently
Some elements of change management are
being applied in isolated projects
Isolated
projectsLevel 2
Examples of best
practices evident
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
projectsLevel 3
Selection of
common approach
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Organizational
standardsLevel 4
Continuous
process
improvement in
place
Change management competency is evident
in all levels of the organization and is part of
the organization’s culture and intellectual
property.
Organizational
competencyLevel 5
Highest rate of
project failure,
turnover and
productivity loss
Highest
probability of
success
People-dependent
without any formal
practices or plans
Little or no change management appliedAdhoc or
absentLevel 1
Many different
tactics used
inconsistently
Some elements of change management are
being applied in isolated projects
Isolated
projectsLevel 2
Examples of best
practices evident
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
projectsLevel 3
A common
approach
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Organizational
standardsLevel 4
Continuous
process
improvement in
place
Change management competency is evident
in all levels of the organization and is part of
our organizational culture.
Organizational
competencyLevel 5
Maturity model for Tetra Pak
2010
2011
2014
????

22. ► The Why!
What does good look like
Regarding Change Management capability
We:
► Have clearly identified change facilitators with the necessary competence and resources to be able to
support and execute change faster and make the desired change stick
► Have learning activities that can fill the gaps in change management competencies
► Have one approach in how we lead and manage change
► Plan change activities in a more structured way and integrated into project plans when relevant
► Have a clear change management ownership and governance that coordinate and further develop the
concept
► Have tools and methods integrated and used in our daily business using the learning methodology
Action – Reflection - Learning
► Are good at painting the desired future state and clearly communicating why we are making a change
► Communicate the Tetra Pak’s change management framework and secure the usage throughout the
organization
People Process ToolPerformance
= x x
Internal
KÅ/2012-02-22

23. ► The Why!
► We are responsive and flexible during times of change
► We embed a change mindset on all levels in the
organization where change is a natural part of our daily
work
► We perceive change as a necessity to grow the business
and stay competitive as well as an opportunity to develop
ourselves
► We understand the people aspect of change. Therefore we
engage our employees early in and throughout the whole
change process with the ambition to be as transparent as
possible
► We know change takes time and we are persistent in
driving towards our future state
► We continue to perform and deliver on our business
objectives also during change
► We collaborate to understand the impact different changes
might have on other parts of the business as well as to
share and learn from each others’ experiences
What does good look like
Regarding mindset
Internal
KÅ/2012-02-22

24. Restricted
RH/2013-05
Thank You
Processing Faculty