DHL SC BENELUX – Leading Innovation

DHL Supply Chain Benelux approached CLS for support to foster an innovation mindset among its 110 managers and 3,000 staff.

Client Profile

DHL Supply Chain Benelux was formed by merging DHL’s supply chain operations in Belgium and Netherlands.

DHL Supply Chain is a business unit of Deutsche Post DHL, a global logistics provider with 42,000 employees in over 1,000 offices worldwide.

The challenge

Supply chain companies in the Benelux operate in a very challenging, dynamic and competitive market. While DHL SC Benelux has well-established customers, it needed to harness its best practices to grow its business by:

  • identifying new opportunities to add value for existing customers
  • attracting new customers

Consequently, DHL Supply Chain Benelux approached CLS for support to foster an innovation mindset among its 110 managers and 3,000 staff.

The solution

We developed a ground-breaking “Leading Innovation” training program that made a lasting business difference, based on our 4-Stage Innovation Process of: Investigation, Ideation, Persuasion, and Implementation.

It involved a joint effort from DHL Benelux’s Board, DHL’s Innovation Team and CLS facilitators. Together we trained DHL SC Benelux’s 110 managers in what innovation means for their work and the business. It also brought the Belgian and Netherlands operations closer together. 

As changing mindsets takes time, we structured each program into two 1-day workshops separated by a six- week interval when managers worked in cross-country, cross-functional teams on real innovation projects. They pitched the projects to DHL Benelux’s Board for approval.

Each program was attended by 10 managers, and we delivered 11 programs in 9 months. 

Specific features

The workshops enabled participants to:

  • Understand that innovation is about delivering new value to current customers. It’s an inclusive process.
  • Become customer-centred.
  • Work collaboratively in cross-country & cross-functional teams.
  • Pitch innovation ideas in succinct 7-minute presentations to senior Board members (see above).
  • Practice influencing techniques to overcome resistance to innovation and change.
  • Use the latest innovation to capture, refine and quantify innovation ideas.
  • Make specific, public commitments to support innovation in their workplace.

Outcomes

In addition to very highly rated workshops our client experienced:

  • Lasting, practical change in managers’ and staff’s attitudes towards innovation
  • A funded portfolio and pipeline of innovation projects   
  • A successful expansion into a completely new business area

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DHL Supply Chain Benelux approached CLS for support to foster an innovation mindset among its 110 managers and 3,000 staff.

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