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Kraft Foods required a program that would be used as part of the change management process across Asia Pacific to introduce SAP’s ERP to redefine and reshape its business model.
The project, called Catalyst, would impact all parts of the business and represented a move from a functional structure to a customer-centric focus through an online decision support model.
The change management program needed to:
- Give an overview of the new system and its benefits for Kraft Foods, employees and customers.
- Highlight the importance of responsible decision making to business outcomes and profitability.
- Underscore the need for team work and a strong communication between the four business areas.
- Show the upstream/downstream impact of decisions and provide an understanding of the implications of immediacy.
- Create ‘ambassadors’ that can go back to their teams and convey the key drivers of the training.
While conveying the key business messages, the program needed to have a fun element and be culturally appropriate for the diverse range of Asian countries in which it will be used.
Audience:
- Existing Kraft personnel who will move from current business processes to new processes
- Blue and white collar workers
- From across Asia-Pacific – Indonesia, Australia, China, Malaysia, Singapore, Philippines, Taiwan, Hong Kong
- Made up of about 250 key users and 2,500 users in total
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The employees are given a fun activity to “test” if they have understood the Game Manual. It is not compulsory but completing the activity will highlight knowledge that they need to know to go into the workshop.
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Gamers have to order ingredients for their projected Demand Forecast for the two biscuits – Oreo and Tiger.
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At the end of the week’s game, the gamers see a detailed summary of the costs they incurred and the profit they made. They receive game-specific feedback on their game play on the next screen.
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