Implementing "the impossible"
"It's not possible ", was the first response of this company's management group. "Our people are against it and the government is against it". But without the changes under discussion, the long-term future of the business would be in jeopardy. This plant was competing for expansion capital from its parent and, without it, the business had no future. But expansion meant a change from six-day to seven-day operations and this required a complete change of mindset from the company's own employees. It also required a change in national legislation and the support of the local community.
With Pyramid's unique strategy, Michael formed three teams to benchmark operations in other companies and design new work practices that would win the support of the Prime Minister, local government officials, and everyone in the company. For external reasons, the national unions still resisted and called for a vote. The Prime Minister indicated that he would support the wishes of the workforce. In less than six months, the three teams completed the redesign, gained management support and a resounding endorsement from the 3,500 employees, convincing the government to approve the plan. The changes were implemented and this allowed the site to aquire new investment to create 200 extra jobs and an additional $20 million annual revenue in the following year.