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AutoresArnaldo Di Petta https://orcid.org/0000-0003-0202-157X
Renato Ribeiro Nogueira Ferraz https://orcid.org/0000-0002-8931-895X
This paper presents Change Management as the tool that helped minimize the resistance of the employees in the finance area of a multinational enterprise to the implementation of a Shared Services Center (SSC) in Latin America. It was found that in 16 countries in the region, the leaders and their respective teams were immersed in the process of migrating financial transactions to a subcontracted SSC. The challenge was to facilitate the implementation of this project by minimizing the risks of not achieving success by means of using the Action-Research method. After analyzing the types of resistance to overcome, the team developed a change management plan in order to obtain the support and commitment that is required from the leaders, involving employees to retain knowledge without affecting the deadlines for the implementation of the project.
The individual commitment of the majority of directly involved employees was reached by treating them transparently, openly, and frankly, fact that contributed to the success of the project. Therefore, it was possible for the team to identify and adequately address many risks that, if not resolved properly, could have delayed the implementation of the project or even jeopardize the activities in the different business units of the multinational in Latin America.
The execution worked on the resistance, empowered local leaders as change agents, clarified the doubts of the employees, and ensured the closure of the project on time, within the conditions that were planned and without affecting the business.
Detalles del artículo
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