questions in people ’ s heads . Why are you doing this transformation ? What is your case for change ?
“ You also have to reach the hearts of people , and make sure they are engaged in the transformation .
“ And you have to appeal to their hands , because people want to understand concretely what is in it for them , and how they can contribute on a day-to-day basis to the transformation .”
Logistics transformation ‘ needs discipline & structure ’ Summarising Heineken ’ s transformation success story , Boidon says : “ There were three key elements . The first was enthusiasm , and can-do mindsets . This is super important for any transformation .
“ The second element is discipline and structure – about making sure you have the right drumbeat , and that your team and the organisation is working in a disciplined way . “ And then you need humility . You have to listen to feedback from the organisation , and adapt your governance align with people ’ s needs .”
On the subject of governance , Boidon reveals the main feedback from the organisation was a concern the transformation would be overly processdriven and bureaucratic .
“ That was a bit hard to hear ,” he admits , “ but at the same time it was quality feedback , so we decided , with a bit of humility , to adapt our governance and to make it more aligned with what was needed .”
The end result of the transformation , he says “ is a future-proof and sustainable supply chain ”.
Boidon adds : “ The second legacy is to build this transformation capability within Heineken . We are still training this muscle .
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