People, Process & Influence
Continuous Improvement Transformation
Redesigning a support model around motivated people and specialised teams.
Defined the support model, recruited internal participants, developed team leads, provided training and facilitated strategic planning.
specialised teams
internal participants in the network
colleagues in the supported centre
The context
The Continuous Improvement function at Nestlé Business Services supported a centre of approximately 400 colleagues. As the organisation grew, a team of around eight needed a more effective way to reach and support the wider business.
The approach
I recruited around 25 motivated colleagues into four specialised teams, connecting their interests and experience with the support the centre needed.
We supported Standard Routines, Operational Reviews and structured problem solving through training, coaching and practical follow-up.
I created development opportunities inside the model: a colleague interested in communication could build that capability, while emerging leaders could gain experience leading a smaller team.
I organised and facilitated the annual, multi-day Organizational Master Plan workshop with senior management, designing exercises to review priorities and develop the strategy for a three-year horizon.
What changed
- A larger, more specialised support network, with opportunities for colleagues to practise leadership, communication and problem solving.
- Process improvements that reduced recurring problems and helped teams use their time more effectively.
- Former participants were still sharing positive memories of the team in late 2025. Seeing colleagues continue to grow remains a particularly meaningful part of this experience.
Improvement depends on people choosing to invest in it. My work was to create the conditions that made that choice worthwhile.