Team 1 - Final Assessment - Orbia

Edgar Rangel on behalf of EGADE Business School MBA team
Paseo de la Reforma 483, 47th floor, Cuauhtemoc

06500 México City, México
Niek van Oijen

Summit Change Lead
World Trade Center (WTC) Wavin Tower F9
Schiphol Boulevard 425
1118 BK Schiphol, The Netherlands
Dear Mr. Niek van Oijen,
It is my pleasure on behalf of my MBA team to share with you and with the Wavin Company the
final report we prepared during the last three months after conducting a comprehensive analysis
and diagnosis of the digital transformation project (Summit) Wavin is implementing under a global
framework, with specific focus on the pilot country Colombia.
In this report you will find our key findings after conducting a thorough analysis of Wavin and the
change management track of the Summit project. This encompasses both an external analysis to
further understand the industry sector where Wavin operates worldwide, and an internal analysis
of the company with focus on Colombia. This yielded a clear problem statement that we aligned
with you in our previous session. Later we did a literature review with focus on change
management for digital transformation projects. Finally, we developed an action plan to address
the problem with a disciplined methodology, starting with a SMART goal and ending up with a
clear and detailed step by step action plan, for Wavin to further discuss and eventually implement.
Finally, you will notice that despite the fact we agreed to address project’s adoption after it Goes
Live, we strongly recommend Wavin to start the action plan implementation described on this final
report no later than April 2023. This in order to rapidly raise awareness and engage the different
Colombian stakeholders of the digital transformation project.
Should you have any questions or comments regarding the attached report, please do not hesitate
to contact us at edgar.rangel@wavin.com
Sincerely,
Edgar Rangel
Field Project Final Assessment Report Group 1
EGADE Business School, MBA Online
AD5012 Field Project
Professor: Dr. Jose M. Maraboto Q.
March 30, 2023
Final Assessment Report
Group # 1
Iván Mayoral A00287983

Edgar Rangel A01451372
Herman Santos A00759096
Jorge Peart A00805221
Juan Viesca A00941462
Alán Viveros A00790093
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Understanding Challenges in the

Adoption of Digital Transformation
Consulting Analysis Report
Prepared by:
Iván Mayoral Jorge Peart

R&D Transportation
Edgar Rangel Juan Viesca

Supply Chain Operations
Herman Santos Alán Viveros

Technology Sales & Marketing
About the organization:

EGADE Business School
Prepared for:
Wavin part of Orbia Co.
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1. Executive summary ................................................................................................................................ 5

2. Introduction ............................................................................................................................................ 6
3. Background of the organization. ............................................................................................................ 7
3.1 Brief history ........................................................................................................................................ 7
3.2 Location .............................................................................................................................................. 8
3.3 Business description............................................................................................................................ 8
4. Key Findings of the diagnosis ................................................................................................................ 9
4.1 Situation analysis ................................................................................................................................ 9
4.1.1 External analysis .......................................................................................................................... 9
4.1.2 Internal analysis ......................................................................................................................... 12
4.2 SWOT analysis ................................................................................................................................. 13
4.3 Problem identification ....................................................................................................................... 14
4.4 Cause–effect analysis ........................................................................................................................ 15
5. Literature review. ................................................................................................................................. 16
6. Action plan ........................................................................................................................................... 19
6.1 Developing alternatives. ................................................................................................................... 20
6.2 Alternatives evaluation and selection ............................................................................................... 21
6.3 Planning for implementation ............................................................................................................. 22
Barriers................................................................................................................................................ 22
SMART goal definition ...................................................................................................................... 25
6.4 Action plan ........................................................................................................................................ 25
7. Conclusion ............................................................................................................................................ 35
8. Bibliography ......................................................................................................................................... 36
9. Appendices ........................................................................................................................................... 40
Cross SWOT ........................................................................................................................................... 40
Complementary problems identified ....................................................................................................... 41
Niek van Oijen, SUMMIT Change Lead
March 29, 2023
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1. Executive summary
This MBA field project has been developed for Wavin Company which is the global business
group of Orbia Advance Corporation focused on the building and infrastructure sector. Wavin is
implementing a global digital transformation project and had selected Colombia as its pilot country
to go live during August 2023. Therefore, this report addresses a comprehensive diagnosis,
identification of opportunities and recommended action plan that if implemented will help Wavin
to foster the adoption of the new digital tool.
During last year, 2022, Wavin began a digital transformation project called Summit. This project
is meant to increase Wavin´s efficiency and competitiveness while setting up a global process
foundation and a scalable business platform that should evolve together with Wavin´s business.
This project team's initial step was to do comprehensive research of the company to understand its
background, culture, and current situation. Similarly, a full diagnosis was carried out. It
encompasses the following stages: a situational analysis through a PESTEL analysis to understand
the external forces that drive the building and infrastructure sector, a SWOT analysis to figure out
how internal and external forces affect Wavin, and a Five Forces analysis together with a Value
Chain analysis focused on understanding the microenvironment were the company operates.
During this diagnosis phase, we identified relevant problems around the digital transformation
project that need mitigation. We weighted the most critical ones and aligned with the customer
(Wavin) that the problem statement to address will be as follows:
Risk of not achieving target profits after digital transformation project is implemented in
Colombia.
Later, we conducted a literature review and a full comprehensive development of an action plan
to cope with this problem. First, we developed alternatives, which were later assessed and selected,
that were translated into the detailed action plan described at the end of this document. The action
plan starts with the definition of a clear SMART goal and later it describes specific actions with
owners, timelines, and resources needed, plus potential challenges that may be found along the
way and how to deal with them.
With this comprehensive action plan developed for Wavin, we are confident that if combined with
a thorough and disciplined implementation, the company will succeed in its endeavor to ensure
the digital transformation project at Colombia, and later get the expected return out of it.
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2. Introduction
Thanks to digital transformation, employees and companies can be more productive and their
operational efficiency also increases. This is possible thanks to the development and continuous
progress of digital platforms, which fulfill the function of being a distribution medium and a
connector medium.
In the selection of this digital project, we focused on the company WAVIN, since it gave us the
opportunity to develop and implement the knowledge acquired on this subject, having the
opportunity to support a real project, we were committed to giving a detailed analysis. and dive
deep into both the problems to overcome and the alternative solutions, Wavin already has some
digital projects implemented and others are in process, we are working on one of them and it is
described in this report.
The study conducted by the project team around Wavin’s digital transformation project called
Summit followed a disciplined methodology where several management business tools were used
to first understand the real problem Wavin is facing, and later understand the potential causes
creating the issue, to then finally propose a way forward to address it.
The main problem Wavin faces is: “Risk of not achieving target profits after Digital
Transformation project is implemented in Colombia.” Several potential alternatives that could
help address this issue were found. Subsequently, the project team selected the best feasible
solution to later develop an action plan. This is described with detailed steps to let Wavin
implement such plan with ease. Herewith the main points that were developed.
1. Extend Project Communication and Marketing plan to Colombia Stakeholders.
2. Leverage on Digital Ambassadors network to ease access to project information.
3. Training in new processes and ways of working.
4. Demonstrate project benefits with successful cases.
5. Plan to engage Colombia’s Leadership.
The importance of digital adoption today is very important, after experiencing the greatest digital
impulse in the century, it leaves us with many lessons on how work models can and should be
transformed to be better in a comprehensive change process that trains employees, recognizes the
potential of new technologies, masters them and fully uses them among the different processes of
the company, to continue satisfying the needs of customers in a better way.
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3. Background of the organization.
The organization that we are consulting is Orbia, they are a Mexican multinational company,
headquartered in Reforma Mexico City. It is part of the Mexican Stock Exchange market (BMV).
Currently Orbia has 22 thousand employees worldwide, it has manufacturing operations in more
than 50 countries and commercial operations in more than 100 countries. Before the war in
Ukraine, Orbia was one out of three Mexican companies that operated in this country.
The largest business group of Orbia is Wavin, we are going to perform our consulting analysis for
Wavin.
Wavin focuses on the pipes and fittings industry, it innovates with sustainable technologies and is
a market leader in Europe and Latin America. Wavin conforms the business group also called as
‘Building & Infrastructure,’ it offers sustainable customer solutions for drinking water, sanitation,
climate resilient cities and better building performance. Wavin brand is the combination of two
words: water and vinyl.
3.1 Brief history
The company was founded in Mexico in the year 1953 as a carbon steel wire company, which later
evolved into Mexichem with a primarily chemical focus, to later evolve to a multinational
company created out of five Business Groups.
The company was formerly known as Mexichem, since 2019 it changed its name to Orbia, where
Orb is a Latin word that means earth or spherical globe and Bia which is a Greek word that in the
mythology is the personification of force. Therefore, Orbia means a Force for the World.
Orbia’s market capitalization is $4.7 B USD, the reported EBITDA for the year 2021 was $2.0 B
USD and a free cash flow of $572 M USD.
For the year 2021 Wavin contributed $3 B USD revenues to Orbia and $424 M USD of EBITDA.
It commercially operates in more than 80 countries, with 66 production sites in 38 countries. It has
a portfolio of products of more than 80 thousand SKUs. Almost 12,000 employees work with
Wavin, this is ~55% of Orbia’s total.
The history of Wavin is dated to 1955 in a small city called Zwolle in The Netherlands. The first
production of plastic pipe took place here with the help of 52 employees. By 1962 Royal Dutch
Shell acquired 50% of Wavin. Later in 1999 Royal Dutch Shell sold its stake to CVC Capital
Partner, which is a leading independent equity provider in Europe.
In 2006 Wavin entered the NYSE (New York Stock Exchange) Euronext stock exchange in
Amsterdam. Finally in 2012, former Mexichem, now Orbia, acquired Wavin to integrated it to its
existing Building and Infrastructure of Latin America. Currently Wavin also operates in the Asia
Pacific region.
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3.2 Location
Wavin operates with 6,000 employees in Latin America, with 21 production plants and with three
dual brands: Amanco, Pavco and Plastigama.
Similarly, in Europe, the Middle East and Africa regions it operates with 4,200 employees, 24
production plants and one brand: Wavin.
For the Asia-Pacific region Wavin has 20 production plants and 1,500 employees. It
commercializes with two brands Wavin and specifically in India Vectus, behind a recent
acquisition of this local manufacturer.
Finally, in North America Wavin has two production plants in Canada with 200 employees. The
presence in this region started last year 2022 with the acquisition of a local manufacturer named
Bow.
Wavin is headquartered at Schiphol airport, Amsterdam, the Netherlands. Phone: +31(0)38 429
4911, web page https://www.wavin.com/en-en
3.3 Business description
Orbia has a unique purpose: Advance life around the world. It focuses on addressing five global
challenges:
 Sanitation and water management
 Health and well-being
 Food and water security
 Information access and connectivity
 Climate resilience and decarbonization
Three core values, Be Brave, Take Responsibility and Embrace Diversity, together with their
purpose are the driving force to address these challenges.
Orbia has a diversified global footprint with four global strategic headquarters or hubs, Mexico
City; Boston, MA; Amsterdam, Netherlands; and Tel Aviv, Israel. In 2021 Orbia reported annual
revenues of $8.8 billion USD, being the major sources of revenue Europe and then North America.
Wavin has five major Business Groups: Wavin has four main purpose drivers.
1. Foul Water solutions a) Safe and efficient water supply
2. Soil & Wastewater solutions b) Better sanitation and hygiene
3. Hot & Cold-water supply solutions c) Climate resilient cities
4. Indoor Climate solutions d) Better building performance
5. Urban Climate Resilience solutions
These drivers contribute to Orbia’s ultimate purpose of Advancing Life Around the World. They
are related to the four UN Sustainable Development Goals (SDGs).
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4. Key Findings of the diagnosis
4.1 Situation analysis

This was the first step to carry out the diagnosis of the organization and its environment. This
analysis needs to be conducted from an external and internal environment.
4.1.1 External analysis
To get the external factors that affects the organization we performed two analyses from different
perspectives; (i) a macro-environment analysis, the framework used it is the PESTEL analysis, and
(ii) a micro-environment analysis, the framework used is the Five Forces analysis.
Macro environment
This was focused on the external factors that affect the company. The objective of this analysis is
to identify the most relevant variables that impact the company. By doing a PESTEL analysis we
can classify these variables into six factors: political, economic, social, technological,
environmental, and legal.
We focused our analysis on Colombia, because the company we are consulting identified this
country as one of the main candidates to begin the implementation of its digital transformation
strategy.
PESTEL analysis
PESTEL analysis allows us to identify and review the factors that affect the industrial sector from
a macro perspective. In this analysis we assess the strength of each of the six factors on a scale of
1 to 6, 1 being the weakest factor and 6 the strongest factor.
Ranking for PESTEL Elements

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Ranking each of the six factors of the organization that we are analyzing we get the following:
Political – ranking 5, relatively high.
Economic – ranking 6, high.
Sociocultural – ranking 2, relatively low.
Technology – ranking 3, moderate.
Environmental – ranking 1, low.
Legal – ranking 4, moderate to high.
Microenvironment
This analysis helped us to identify and review the factors that affect the organization within its
industrial sector. The framework used for this is the Five Forces analysis, which helped us
identify the main sources of competitive pressures.
Five Forces analysis
In this analysis we assessed the strength of each of the five forces on a scale of 1 to 5, 1 being the
weakest force and 5 the strongest force.
Five Forces
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Rivalry among competitors – ranking 5, relatively high.

Substitute products - ranking 3, moderate.
Bargaining power of suppliers – ranking 4, moderate to high.
Bargaining power of buyers – ranking 3, moderate.
Potential entry – ranking 2, relatively low.
With this analysis we identified the factors that affect the piping systems sector and how strong
these effects are.
One of the external factors that strongly impacts this industry is the economy. The global projection
is to have an economic slowdown, factors such as inflation and wars could trigger a global
recession and a monetary crisis. This presents challenges that are specific to each country and
market, we need to select very carefully where we put our investments, and stable economies like
the one in Colombia are good options to grow.
In this global economy, the key players of any industry compete all around the world, being able
to understand and adapt to specific political situations of each country is especially important to
capture value in the market, being agile is a competitive advantage in the arena.
The competitive rivalry in the piping market is high, it depends on product offerings and pricing,
developing innovative products that better solve customer needs and that are sustainable for the
environment will foster growth and protect an organization from losing market to competitors or
substitute products.
With these insights we are ready to look for opportunities and threats in the sector, but before that,
we will analyze the internal factors of the organization that we are consulting.
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4.1.2 Internal analysis

After understanding our organization´s environment on a holistic way with micro and macro
factors we will now, as the next step of our diagnosis, zoom into the internal structure of the
organization, this to have a complete Situation Analysis.
First, we defined in an effortless way the system of our organization and how this organization
creates value.
Value Chain Analysis
Value Chain Analysis Model
After having carried out the internal analysis (Value Chain) of the renowned author Michael Porter
of both primary and supporting activities, we found a series of activities that generate value and
are differentiators of the company for the industry.
There are 47 production plants in the 50 countries where Wavin has a distribution center, with a
presence in more than 100 countries globally where Wavin is committed to developing around
12,000 employees with a career plan within the corporation to remain competitive, in their
respective industry. Together, both the Wavin - Orbia Corporation and the employees are clear
that to continue being market leaders, investment in R&D and innovation are key to renewing
manufacturing technologies and process development.
The fact of having the raw material, the PVC resin among other components available in any of
the manufacturing centers allows them to have the PVC pipes and other devices manufactured by
them in stock, ready to be bundled and shipped to customers from the B2B channel segment,
offering quality, guarantee and resistance of at least 50 years of durability.
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In the internal analysis, we can conclude that Wavin is one of the leaders in the industrial
components market, for the reasons mentioned in the lines above, but with areas of opportunity
for business development, distribution channels, processes, manufacturing, and the employees too.
4.2 SWOT analysis
SWOT analysis lets us understand where the organization is standing internally and externally,
defining internally its weaknesses and strengths and external threats and opportunities. This
analysis becomes handy to take well-informed business decisions.
SWOT Analysis
As a company, Wavin has great strengths and opportunities to continue consolidating itself as a
market leader, as well as weaknesses and threats to its business that could affect its plans and
projects, but strategically managing these weaknesses could even further strengthen the company.
Vertical integration has meant that they never stop having material for sale available and strategic
acquisitions have made the company a leader in LATAM and EMEA.
Even though a significant percentage of the budget is allocated to R&D, there is a wonderful
opportunity for eco-friendly products. Likewise, the development of the digital sales channel can
give them access to other ways of doing business that their customers already practice.
Precisely the development of eco-friendly products and e-commerce can mitigate this lack of
undifferentiated strategy in their market segments and improve customer service through new
products and ways of doing business.
The constant threat of new competitors, changes in government regulations, and economic factors
such as inflation, energy increases, as well as political and economic conflicts between some
nations of the world can affect Wavin's business, but with a clear strategy, differentiating products
and making stronger its strengths, Wavin will continue being the market leader.
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4.3 Problem identification

After going through the different tools and methodologies to gather a better understanding of both
industry and company, we have reached a consensus on which problems are the most latent and
need action taken.
1. Wavin has the risk of losing market share or face fines for noncompliant products as market
and governments are pushing for environmentally conscious practices and innovative
products,
2. Wavin has a risk of not achieving target profits after the digital transformation project is
implemented as a pilot in Colombia.
3. Wavin could lose market share as rival companies are expanding their portfolio to try to
increase their market share, the plastic piping industry does not stand alone, as pipes
integrate with other products to create systems.
Criteria Problem 1 Problem 2 Problem 3
Is it an urgent need to solve in the organization?
2 3 1
Is the problem feasible to solve? 2 3 3
Is there sufficient information available related to
1 2 1
the problem
Does the problem can be solved through the Digital
1 3 1
Transformation Strategy?
Is there a valid interest in the organization in
3 3 3
solving the problem?
The impact on the solution of the problem will
2 2 3
increase the creation of value to customers?
Total 11 16 12
After giving a rating or specific weight to each of the criteria to be evaluated for each of the 3
problems presented, Problem Number 2 " 1. Wavin has a risk of not achieving target profits after
the digital transformation project is implemented as a pilot in Colombia.", totaled a score of 16
points, mainly for having higher scores in the urgency of the organization to solve the problem,
the feasibility of solving it, the possibility of solving it through a digital transformation strategy
and the valid interest of the organization to solve it.
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4.4 Cause–effect analysis

A cause-effect diagram, also known as an Ishikawa diagram, is a tool used to identify and organize
the potential causes of a particular problem. The diagram looks like a fishbone, with the effect or
problem at the head of the fish and the potential causes branching off from the spine.
The major categories of potential causes related to the problem form different branches of the spine
of the fish, with a diagonal line connecting it to the spine. The main categories that we identified
include people, culture, technology, processes, and customer needs.
Potential causes for each category are identified as smaller branches or spines. According to our
research we come up with the probable causes shown in the diagram, identifying those that
contribute most significantly to the problem.
Ishikawa diagram
After aggressive M&A operations during the last years, high fragmentation and low
standardization of procurement processes have been generated. A lack of standardized databases
and other technological tools impedes the correct flow of information and value to the supply
chain. All this, combined with a lack of correct training and an idiosyncratic resistance to adopting
new ways of working increase the risk of not achieving targeted profits once the complete project
is implemented.
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5. Literature review.
Change Management
Since the 15th Century Niccolò Machiavelli addressed Change Management problems on his
classic “The Prince”. He believed that any leader, including politicians, will have to thrive with
detractors of change who believed that the actual state of any process or situations will always be
better than any new condition. He understood that this attitude was a very delicate matter to take
into consideration for leaders when implementing new projects as it could be the risk of an
unsuccessful deployment.
On his article, Roger Gill, describes that management for change is necessary but not sufficient as
efficient leadership must take in place as well. We will further mention the different dimensions
that Gill numbers out for leaders to successfully implement changes. Management is not sufficient
as often failure reflects from a poorly managed implementation; lack of planning, monitoring,
control, and resourcing are common mistakes that grant a failed change. This is why leadership is
necessary in every change process.
One of the thousands of definitions we can find on leadership mentions that leaders can define and
developing visions for organizations crafting strategies to bring that vision into reality and ensuring
that every member of the organization is putting all their effort in achieving this new goal.
Gill defines the following 4 dimensions or traits that leaders should attend to implement successful
change.
 Intellectual dimension (THINKING): Having the ability to resume and understand given
information and translate it into vision, purpose and judgement in order to achieve the
desired result.
 Spiritual Dimension (MEANING): Leader´s capacity to bring purpose or meaning to
each one´s work.
 Emotional Dimension (FEELING): Emotional Intelligence is crucial to guarantee a
correct change process. The art of leading with personal traits and not position of power
will help leaders to grant the results they are looking for on their projects.
 Behavioral Dimension (DOING): Leading by example and having things done will
aggregate success probabilities to any project.
If we could resume the leader´s role on a change management process, we could say that they
oversee delivering a sharp vision and direction for the organization in the process motivates and
aligns efforts of individuals to achieve the mentioned vision.
Additional resources that could help leadership accomplish a successful change management
process are; strategy and planning, inspiration and motivation and empowerment of individuals.
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Change Management: Cultural Differences

Per se Managing change and exercising influence on people to achieve desired results is difficult
but in many global organizations cultural differences increase the level of difficulty for managers
or leaders.
Diversity in organizations is not only a reality but a requirement where our actual society values
integration despite race, color, sex, or ideology. This is obviously a great milestone for global
organizations but also represents a huge challenge when managing projects because this diversity
also represents different languages, customs, ways of thinking etc.
Diversity of races and sociocultural backgrounds give companies the opportunity to have different
talents, viewpoints, and interests. Nevertheless, these differences demand a holistic strategy of
global companies to address them. The author Shubash Kundu on his article of Managing Cross-
Cultural Diversity explains that not only employees should represent this diversity for
organizations but other stakeholders like clients and suppliers. This is why embracing cultural
differences could be a particularly useful strategy for leaders when implementing change projects.
Important must have factors like translators should also be considered.
The most effective approach to organizational change appears to be dependent on key
contingencies of the situation:
 The socio-technical uncertainty of the task/problem.
 The complexity of the business environment.
 The change capacity of the organization.
 The risks associated with either no or slow change.
The culture of an organization is thereby mainly shaped by its members' shared values, norms, and
assumptions about reality. Organizational culture could be understood as a shared coherent
framework (between employees) supporting the trouble-free operation of an organization, while
also shaping organizational and human behavior through shared values and norms.
Constant learning culture aims to provide an environment for sustained learning possibilities on
both the personal and the organizational level by improving on two distinct building blocks for a
constant learning culture and can be considered a practical implementation of critical thinking on
an organizational level.
Cultural and language barriers are reduced every day with the incredible speed of information now
a days with social networks and a new global culture where certain customs are being adopted
globally. In Latin America and other 3rd world countries language barrier is still an issue, that is
why education should consider giving these tools to future generations and stakeholders of the
mentioned change management problems.
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Change Management: Digital Transformation

Davenport said that companies are more than installing a computer when implementing ERP
systems, they are changing how the company is organized and often acting against the company
culture.
Historically information technology packages were seen as a tool focused on a single and specific
function fulfilment while ERP packages are designed with standardized, multifunctional,
multilanguage and multi-legislative modules which tries to group a holistic solution into one single
tool with standardized processes and functions. The challenge with this approach is that
implementation on global companies requires a heavy plan of execution with different countries´
stakeholders and leaders. Also, a big problem is the lack of tropicalized training for all the users
because of cultural and language barriers.
One of the big milestones of process-oriented thinking systems was generated by Hammer and
Champy in 1993 who developed a solution within the ERP System which allowed users to receive
IT Support on real time. Nowadays there is a whole industry dedicated to implementing systems
and giving support from the most well-known ERPs like Oracle, Epicor and of course SAP. Even
on this support language and cultural barriers are still a huge issue, that is why some global
enterprises partner with national or regional consultants for their ERP support.
On each process of Digital Transformation in any organization there must be outlined a recurrent
issue which is the dichotomy of Universalism vs Particularism, or in other words the Buy vs the
Build. Global organizations to lower costs and standardize process universalism is the strategy
where Bought systems are designed on a universal vision of businesses around the world despite
the regions, markets, or segments they operate on. Particularism or Built systems could be very
efficient for a specific task or process but they would become overly complex to attend a whole
organization information flow.
Some authors recommend that even though implementation of Digital Transformation projects
like the operation of a new ERP demand a holistic or universal solution its implementation and
training should be tropicalized to each region, segment or market needs to grant success of the
implementation project.
Conclusion
We could define a Change Management situation as a perfect opportunity for leaders to apply their
skills to generate transformation in their organizations into their desired outcome, aligned with the
organizational values. On our case of study Change Management project will be accompanied by
cultural differences and Digital Transformation but as consultants we would use these previously
mentioned tools to successfully implement new digital tools.
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6. Action plan
In the action planning phase, we need to evaluate a range of potential solutions to address a
particular challenge. The objective is to develop as many alternatives as possible to help us in the
problem-solving process.
Phase 1 Phase 2 Phase 3
Entry Diagnosis Action planning
Consulting Analysis Phases
After the diagnosis phase, we confirmed that Wavin Company has a compelling business need for
change and standardization of its global processes and operations, to do it, the company already
launched a digital transformation project to standardize their ERP to one global platform. We start
with a mutual understanding of the problem we are trying to solve; in our previous analysis we
define the problem as follow:
Risk of not achieving target profits after the digital transformation
project is implemented in Colombia.
To reduce the risk of not achieving the benefits that the company is planning, they need to structure
this digital transformation to be human centric, as this type of projects can only be successful when
stakeholders are engaged to co-create and are willing to use the tool to make their work easier.
Based on the organization’s need, we focus this action planning stage to develop alternatives that
help the company set path on the right direction of adoption of its digital transformation after going
live.
The action planning stage is divided in these sections:
• Developing alternatives.
• Alternatives evaluation and selection.
• Planning for implementation.
• Action plan.
We will explain each of them in detail in the next pages.
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6.1 Developing alternatives.

To generate alternatives, as a group, we used the brainstorming method taking advantage of the
varied areas of expertise of each member of this consulting team. We created a wide range of
viable solutions that could address the problem that are consistent with the causes that are
generating it:
1. Nothing extraordinary needs to be done, all users must adopt the use of the tool because
it is their job.
2. It must be indicated that the use of this digital tool is mandatory and punish those who
do not adopt it correctly.
3. Carry out a communication campaign where employees are informed of the investment
made in this digital transformation and why it is important that they adopt it.
4. Develop an integral Change Management Program to guide employees into the correct
adoption of this digital transformation.
5. Train employees in the use of computer systems and recent technologies, since if they
do not use the digital transformation tool it is because they do not know how to use it.
6. Establish robust IT support to solve all the questions and doubts of the users with a
24/7 communication line.
7. Automate all processes so that human intervention in the value chain is reduced or not
needed.
The next step in the process is to establish objective criteria to filter and eliminate those alternatives
that do not fit with it. From all the alternatives we removed the next ones:
Alternative Criteria
Nothing extraordinary needs to be done, all This alternative is eliminated because it does
users must adopt the use of the tool because it not consider the needs of all the people
is their job. involved in the organization.
It must be indicated that the use of this digital This alternative is eliminated because it does
tool is mandatory and punish those who do not not cover the organization policy.
adopt it correctly.
Automate all processes so that human This alternative is eliminated because the
intervention in the value chain is reduced or resources needed to make it happen are not
not needed. available in the organization.
Alternatives filter for not meeting criteria.
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6.2 Alternatives evaluation and selection

To continue, we determined the key factors used to evaluate the feasibility of the remaining
potential solutions.
Factor Importance
Operational feasibility 3 - Very important
Technical feasibility 1 - Important
Economic feasibility 2 - Fairly important
Key factors to evaluate alternatives.
To assess each alternative against the criteria we used a decision matrix, this involved creating a
table with the alternatives listed in one column and the criteria listed in the other columns. Then,
rating each alternative on a scale from 0 to 5 for each criterion. Finally, multiply each rating by a
weighting factor that indicates the importance of each criteria and add up the scores to get an
overall score for each alternative.
Operational Economic Technical
Feasibility Feasibility Feasibility
3 2 1
1. Carry out a communication campaign where
Communication is important, but it is The costs of a global communication The organization has the tools and
employees are informed of the investment made in
this digital transformation and why it is important
just the first steep to make an campaign are high but manageable technology available to carry out an 14
implementation. for the company. internal communication campaign.
that they adopt it.
1 3 5
2. Develop a Change Management plan focused A integral program can be people- The implementation of this alternative Some of the tools required for a
on the right adoption of the digital transformation oriented and cover social and can create benefits greater than the comprehensive program need to be 23
project after Go Live. internal issues. costs of implementing it. developed by the organization.
5 3 2
3. Train employees in use computer and Knowing how things are done does It is possible to carry out training
technologies if they don't use digital transformation not ensure that they will be carried A basic training would not result in a with the current tools of the 15
tool it's because they don't know how. high cost.
out. company.
2 3 3
4. Establish a robust IT support to solve all the This can support the beginning of the It's necessary new resources in the
The cost of resources needed for this
questions and doubts of the users with a 24/7 project but does not cover change
alternative are high.
organization to operate a service 12
communication line. resistance. with a full level of expertise.
2 2 2
Decision Matrix Analysis.
Lastly, we selected the best alternative by reviewing the scores and choosing the alternative that is
most likely to solve the problem effectively and efficiently. Therefore, we can support the
organization to develop a change management program focused on the right adoption of the project
after Go Live.
Develop an integral Change Management Program to guide employees
into the correct adoption of this digital transformation.
Conclusions on development, evaluation, and selection of alternatives

By using a decision matrix analysis, we were able to develop alternatives following a structural
thinking process, this helped us to ensure the evaluation of potential solutions systematically and
objectively, taking into consideration distinct factors and their importance to the organization in
the decision-making process.
P a g e 21 | 41
6.3 Planning for implementation

Barriers
The challenges that organizations face today based on digital transformation matters are related to
the way in which business is done, and how organizations manage the change, in addition to
planning step by step how to have an impact in the way it should be for each organization
considering challenges such as resistance.
Changes at the Digital level can be perceived by employees as a threat to their functions.
Changing the status quo of employees, and getting them out of their comfort zone is not easy, as
it can be difficult to understand for every organization, who is trying to drive their efforts to the
digital era? Where is the integration of recent technologies with platforms that already exist in the
company in a path that does not significantly impact the operation and processes? Adding to the
main staff of the company, champions of change so that end users finally do their tasks in an easier
and more efficient way for the company.
If it is not effectively communicated that technology will help us make our work easier, our
collaborators will question the reason for these changes, creating barriers for them to occur. As
Wavin is undergoing its digital transformation project, we identified the following six barriers or
challenges towards the project.
Main Barriers & Challenges Resistance

Legacy systems 2
Organizational silos 4
Lack of change management 2
Poor leadership engagement 3
Risk aversion 3
Cultural differences 5
Based on the scope of the digital transformation project and the knowledge we have gained about
Wavin, we have defined the level of resistance for each of the barriers, being 5 the highest score
possible, meaning the highest level of resistance of the barrier, whereas 1 is the lowest possible
score and therefore the weakest barrier to overcome.
Legacy System = 2
Nowadays, Wavin Colombia operates an R3 SAP ECC system which will become a Legacy
System once the new S/4 Hanna ECC goes live. End users are very used to the current system and
to their own ways of working. It is important to highlight those current ways of maintaining Master
Data, and operating the system is far from being close to the SAP standards. In other words, a lot
of customizations (customized code) have been developed throughout the years, this accompanied
with multiple excel templates used individually to validate system results.
The vision of implementing a new ECC system relies on the opposite. This means, be as close as
possible to SAP standard, and automated as possible. Hence, this translates into getting rid of
P a g e 22 | 41
individual non-standard excel spreadsheets. By itself, this represents a major challenge for the
organization, and therefore an important barrier to consider.
Project management has been assertively communicating the change, while being close to key
users, end users, and mid-level management, we think Colombia’s organization is open to embrace
the new system. Thus, we had qualified this challenge as two, mid-low resistance.
Organizational Silos = 4
As we have seen through the history of Wavin, we noticed that the company has grown organically
but also via intensive merger and acquisitions operations, resulting in high-rate growth during the
last five years. Similarly, the integration of new businesses together with the lack of a global
structure has resulted in organizational silos by function.
Despite operational functions being properly defined, it is common to see daily how functions
focus on their areas of responsibility and to a lesser extent on their areas of influence, where other
functions interact. A clear example of this is the definition of KPIs. Most KPIs are defined by
function. There are few KPIs that are truly cross-functional. Similarly, information and systems of
information are not shared freely across the different departments. Therefore, it is not a surprise
that few decisions are based on data, instead decisions are made based on people’s experience and
hunches.
With the implementation of the digital transformation project, Wavin is expecting to break apart
these organizational silos behind the fact of having a well maintained and well automated new
ECC system. In other words, the new ways of working are expected to create more cross functional
collaboration. This represents a major operational change, which is why we classified this barrier
as four, mid-high resistance.
Lack of Change Management = 2
Throughout our research we know that Wavin has put together a thorough change management
program for the digital transformation project. This program includes among other things a broad
training plan, identification, and use of digital ambassadors to help end users and the whole
organization sail through the project implementation. Wavin has requested its implementation
partner, Accenture, support on the change management front. In fact, Accenture has been
providing guidance and a full change management framework since last year, 2022, on this regard.
Therefore, we classified this challenge as two, as we think we can contribute to improve the change
management program.
Poor Leadership Engagement = 3
It is common that in this type of project we can find people at all organizational levels feeling
anxiety, overwhelmed and even frustration towards the project, resulting in disengagement. In the
case of Wavin we recognized a clear support from the C-suit / senior management towards the
digital transformation project, but this is at a global level. However, when looking at the reality of
Colombia which is the implementation pilot country, the outlook might be slightly different. There
could be people at mid or high management level that could not be fully engaged. Therefore, this
barrier needs to be considered and we classified it as three, mid resistance.
P a g e 23 | 41
Risk Aversion = 3
While Wavin is a big company (ca. $3.0 B USD revenues for year 2021), it has evolved and grown
during the last five years. It has changed from being an organization prone to take certain risks to
a major lead manufacturing company in the Building and Infrastructure sector worldwide. This
exponential growth has been the same for Orbia, Wavin’s parent company. Together they have
evolved to a culture of higher risk aversion, where decisions need to be further analyzed and
weighted when compared to five or ten years in the past. As expected, this culture has permeated
at diverse levels inside the organization. As per the previous challenge, we do not see this as a
major barrier, but it must be considered.
Cultural Differences = 5
This is the barrier with the highest score among all. We classified it as five, high resistance. The
reason behind it, is because being Wavin a Global Company, headquartered in the Netherlands,
the full leadership of the digital transformation project resides in this country. Similarly, most of
Accenture’s lead team resides in central Europe and a few others in Brazil. Whereas the
implementation pilot country will be Colombia.
As previously mentioned, Wavin tends to operate in silos. Therefore, the intercultural exchange
has been minimal, or little. Although globalization efforts had started in 2021, it will be until the
digital transformation project goes live that Wavin will start to operate under a global framework.
To undertake this challenge Wavin has faced and will continue to face intercultural differences.
The way of doing business in Central Europe differs from the way business is carried out in
Colombia. Similarly, Brazil has a different business culture, which is not alike Colombia’s nor the
European. This is on top of the intrinsically language barriers. To note, the official language for
Wavin worldwide is English. However, less than five percent of the Colombia leaders can
proficiently communicate in English.
Conclusions on barriers
We consider cultural differences as the main barrier in this sense; the language and the location of
the different project leaders as the main barrier inducing factors to having gaps among other
situations that complicate the real understanding for the execution of the project. Although the
official, corporate language of the company is English, there are few people who speak the
language in Colombia, when change agents speak English or Portuguese.
At the change management level, a team of professionals has been formed who are doing the
correct job in a fantastic way so that little by little the legacy systems can be replaced by the best
technology available for Wavin, so the cultural barrier mentioned in the previous lines is what is
decisive to be able to succeed in the transformation project.
P a g e 24 | 41
SMART goal definition

Create and implement a Change Management Program that aligns with Wavin's current strategy,
with a primary focus on driving adoption of the Digital Transformation project. The program must
engage all levels of the organization, from end users to senior managers, and promote the use and
adoption of the new system in the pilot country of Colombia. Implementation of the enhanced
change management program will begin in April 2023 and conclude by December 2023. The target
is to increase the positive survey results for the project from the current level of 32% to 65% before
Go Live and achieve above 80% by December 2023.
6.4 Action plan

Action Plan Framework
1. Extend project communication and marketing plan to Colombia stakeholders.
This action plan is oriented to raise awareness about the digital transformation project at
the different organizational levels at Wavin Colombia. We know beforehand that as per the
latest survey conducted by Wavin the project’s awareness is perceived as low. According
to the current stage of the project’s journey we expected higher awareness levels. As this
is not the case, these set of actions are placed in the first place to rapidly address the
situation.
2. Leverage on digital ambassador’s network to ease access to project information.
We recognize that Wavin already has defined a digital ambassador’s network to help the
organization cope with different change management challenges. However, we have also
identified that Wavin’s need to further leverage on this network and extended it to local
Colombian ambassadors. The idea is to find people with the necessary skills in every site
in Colombia, to later train these persons and adhere them to the ambassador’s program.
3. Training in new processes and ways of working.
Like any major digital transformation program, Wavin’s Summit project must include
training in distinct aspects for all impacted employees. This action plan is meant to enhance
the existing training program and help employees deal with the change that the project
implies. Special attention needs to be placed to understanding all sorts of training
requirements per function and on the development of the training material.
4. Demonstrate project benefits with successful cases.
During the diagnosis analysis we identified that skepticism may exist around the digital
project implementation and its benefits to the Colombian organization, this could also take
the form of lack of understanding of the project. Therefore, we recommend demonstrating
the project’s benefits with success stories, either with internal or external cases from the
same industry sector or with similar scope regardless of the industry. This action plan is
meant to address this situation using story telling technique.
P a g e 25 | 41
5. Engage Colombia’s leadership.

As the heads of the organization to be impacted by the digital transformation project, the
leaders, and managers of Wavin Colombia need to be onboard the project and aligned with
the global strategy plan. They need to understand the benefits and lead by example, so the
people they manage follow the same path of adoption. The steps in this action plan phase
are aimed to get Colombia’s leadership engaged with the digital transformation program,
Summit.
P a g e 26 | 41
SMART Goal
Create and implement a change management program that aligns with Wavin's current strategy, with a primary focus on driving
adoption of the digital transformation project, Summit. The program must engage all levels of the organization, from end users to
senior managers, and promote the use and adoption of the new system in the pilot country of Colombia. Implementation of the
enhanced change management program will begin in April 2023 and conclude by December 2023. The target is to increase the positive
survey results for the project from the current level of 32% to 65% before Go Live and achieve a score above 80% by December 2023.
Start Due Resources Potential Success

Num Action Objectives Owner
date date required challenges Indicators
1 Extend Project Communication and Marketing plan to Colombia Stakeholders.
1.1 Ensure all Communicate April Dec Communi One person to Messages coming 100%
communication all efforts 3rd, 22nd, cations ensure all in English need to awareness
efforts are done related to 2023 2023 leader messages are in be translated communication
in Spanish raise Spanish either prior to be in Spanish
awareness in released or on
Spanish live
1.2 Define target Identify April April Communi Action owner, Ambassadors' All target
audiences groups of 3rd, 21st, cations four hours per availability to audiences
people with 2023 2023 leader week, plus one work on this task identified and
different hour per week of documented
communicatio each Ambassador
n needs
1.3 Define key Raise project April July Communi Two hours of Identify Every
messages that awareness 3rd, 31st, cations action owner for additional key communication
need to be with relevant 2023 2023 leader every planned project messages must include at
conveyed to topics by communication along the way least one key
each target target message
audience audience
1.4 Design and Raise project April July Change Help of local HR, Place posters in Gather photo
place posters in awareness and 3rd, 31st, Leader communication safe places to evidence of
all Colombia engage people 2023 2023 lead and site posters placed
P a g e 27 | 41
sites with key with their leaders to deploy avoid the risk of and being read
messages and senior local physical posters accidents. by workers
pictures of leaders in every site Refresh posters
senior leader upfront every 1.5 months
1.5 Record micro Increase April July Change Basic film Check if Wavin Gather evidence
capsules with project 3rd, 31st, Leader equipment to has enough TV that capsules
Colombian awareness on 2023 2023 ensure quality and screens to show are appearing
senior managers a visual form time from senior video capsules on on screens and
reinforcing leaders to create the different sites people are
Projects key the records watching
messages
1.6 Do quarterly Augment the April Augus Change Support from Engage Senior Held at least
Town Halls sense of 17th, t 4th, Leader communications Country Leader to two town halls
where support from 2023 2023 leader, local HR, book space for before Go Live
Colombia’s senior leaders and Country Lead the town hall and
leaders' to Colombia’s to prepare
emphasis the people projects speech
importance of
the project
P a g e 28 | 41

2 Leverage on Digital Ambassadors network to ease access to project information.
2.1 Select local Identify the April April BU HR 2 hours per day Find individuals Have at least
employees who employees 3rd, 8th, Represent for 2 days from who have one person
could help other that will serve 2023 2023 ative task owner. communications nominated for
users to solve as digital skills and are each site in
problems when ambassadors. nodes in trust Colombia.
using the digital networks inside
tools. each site.
2.2 Develop a Have a plan to April April Change 2 hours per day Be realistic with Have a work
communication achieve 3rd, 8th, Specialist during 3 days achievable plan for the
plan to be effective and 2023 2023 from task owner. activities without ambassadors
executed by the active comm. compromising and know what
ambassadors in with ambassador’s we need to
each site. employees. workload. execute it.
2.3 Train these Ensure April April Training 2 hours per day 3 Adjust the Training
employees in ambassadors 10th, 21st, Specialist days per week workload of courses
performing the have the 2023 2023 from task owner ambassadors so completed with
ambassador’s required soft and ambassadors. they have time the minimum
role. skills. available for this passing grade
Training courses training. by all
in company's ambassadors.
learning platform.
2.4 Train Provide April April Training 2 hours per day Adjust the Training session
ambassadors on ambassadors 24th, 28th, Specialist during 2 days workload of and knowledge
resources the technical 2023 2023 from task owner ambassadors so verification
location and knowledge and ambassadors. they have time session taken by
project about the available for this all
information. project. Training material training. ambassadors.
from the project.
P a g e 29 | 41
2.5 Present the Make May May Site 1 hour one day Empower Increase interest
ambassadors in employees 1st, 5th, General from task owner employees to and momentum
the different aware of the 2023 2023 Manager and ambassadors. consult with their of the digital
sites and role of their ambassadors transformation
execute the ambassadors. & A space to have when needed. project among
defined plan. Change the presentation employees.
Specialist session in each
site.

3 Training in new processes and ways of working.
3.1 Mapp the Facilitate April April Change 2 hours per day Develop an 85% of the
necessities by Change 10th, 21st, Specialist for 5 days from understandable Colombian
function to Management 2023 2023 & task owner(s). and fun material workforce
develop a series among Training for company enroll in
of training employees to Specialist personnel training and
courses to positively complete the
improve the overcome the courses.
different
mindset of
barriers
employees.
3.2 Implement a Improvement April Dec Training 1 hour per day for Develop 85% of the
Digital of soft skills 24th, 22nd, Specialist 5 days from task understandable, Colombian
Academy, and hard skills 2023 2023 owner(s). quality, and clear workforce
where any to facilitate material for enroll in
employee of the the company training and
company can implementatio personnel. will complete
develop ns related to the courses at
Digital least with the
training.
Transformatio minimum grade
n
P a g e 30 | 41
of at least 70%
of employees.
3.3 Development of Create a May Dec Training 1 hour per day for Uploading 100% of the
a digital library. Digital Cloud 1st, 29th, Specialist 5 days from task training and courses and
Site where all 2023 2023 owner(s). resources to the resources up to
employees cloud is easy. the cloud
can access E- Uploading all this maximum 5
Learning to E-Learning can days after the
resources and take much longer. training date.
trainings for
reference at
any time
3.4 Recognize with A certificate, July Dec Change Support from Engage Senior Overall, this
a certificate in recognizing 31st, 29th, Leader, communications Country Leader to strategy should
the Q Town the experience 2023 2023 HR, leader, local HR, book space for increase
Halls, the of the Business and Country Lead the town hall and Awareness at
employees who company's Leads convey the least 20% on
have formed values, will message. next survey.
part of the motivate
trainings employees
and make new
ones join.
3.5 Reward the Recognize July Dec RH, Availability of a An Operating Pay the
employees with with an 31st, 29th, Payroll small percentage Income or area of incentive 100%
some economic economic 2023 2023 and Site of the budget to the company that for being a
incentive, incentive, in a Manager. give incentives to is good enough to change agent to
discount card, tangible way, employees be able to pay this employees who
coupon, or the effort of quarterly. type of inventive. lead training,
some the develop
employees, material, and
remuneration in
will always be are certified at a
kind appreciated company level.
P a g e 31 | 41

4 Demonstrate project benefits with successful cases.
4.1 Identify existing Make April April Change 2 hours per day Not finding cases Have four
successful employees 3rd, 21st, Specialist for 15 days from within the speakers telling
stories in the aware of the 2023 2023 the task owner, company and success stories,
organization or success that is looking at other i.e.: Cemex
industry sector sought with industries. case, Maia IBP
the project.
4.2 Compile Have April April Change 2 hours per day Develop quality Appropriate
information and information 24th, 28th, Specialist for 2 days from material to information at
develop supported 2023 2023 / HR / task owner. correctly convey the audience
presentation with practical Speaker the importance of level.
material. examples. the project.
4.3 Make campaign Increase May May Communi 1 hours per day Implement Number of
to promote the interest in the 1st, 5th, cations for 3 days from adequate high- people
deployment of project and its 2023 2023 leader task owner. impact confirming
success stories benefits. /HR advertising to attendance.
increase interest.
4.4 Present the Make May May Speaker 2 hours per day, Engage the Increase interest
stories to target employees 8th, 31st, every 15 days to audience during and engagement
audiences of aware of the 2023 2023 give exhibitions the conference, with the project.
Colombia project’s with different whether face-to-
benefits. people. face or digital.
4.5 Monitor the Measure the May July Change 1 hour one day Empower Number of
implementation impact among 8th, 31st, Leader for 3 months from employees to people seeking
s on the success the public that 2023 2023 task ambassador search for consultancies
cases. acquired the knowledge and on the subject
knowledge. clarify potential
doubts.
P a g e 32 | 41
Email follow up,

satisfaction
survey

5 Engage Colombia’s Leadership.
5.1 Build a list of Identify April April HR 4 hours one day Unavailable Full list of
managers for leadership and 3rd, 3rd, Represent from owner and information, HR managers of
the affected management 2023 2023 ative access to reluctant to affected
departments. members. organigram provide contacts. departments.
5.2 Hold a Ensure a strong April April Change 2 hours per day Manager 95% manager
weeklong management 10th, 14th, Specialist/ for a week from availability, low attendance, high
seminar on leadership and 2023 2023 Speaker owners and attendance, no score on
leadership and understanding managers long-term impact leadership
digital of digital tools. from sessions. surveys.
transformation.
5.3 Organize a Convince, April April Change 3 hours one day Managers busy 95% manager
lunch with onboard, and 19th, 19th, Leader/ from owners and with work unable attendance and
managers to go build trust 2023 2023 Communi managers to attend, people survey uplift for
over the around the cations not convinced of the attendees.
project vision. initiative. Leader the benefits.
5.4 Establish a Understand May Dec Change 1 hour per day Low attendance, Number of
biweekly challenges, 1st, 29th, Leader every other week no initiatives initiatives
recurring meet wins, and 2023 2023 from owner and brought by provided more
during desires during managers for 8 managers, too wins than
implementatio implementation. months many desires. challenges.
n with all
managers.
P a g e 33 | 41
5.5 Build a tracker Track initiatives May Dec Change 2 hour per week Managers not Items closed on
with topics raised by 1st, 29th, Specialist from owner for 8 checking the estimated dates,
brought up in management to 2023 2023 months tracker, old impactful
the biweekly see the impact information requests.
calls. of their displayed, poor
contribution tracking.
P a g e 34 | 41
7. Conclusion
Fast and intuitive solutions are normally given on day-to-day challenges in organizations.
Although these solutions could resolve normal situations, big and critical projects require a vastly
more structured solution. This is why we have applied complete guidelines with different
methodologies to correctly address our main objective which is to facilitate tools and strategies to
have a smoother implementation and adoption of the Digital Transformation Project. All our
interactions as consultants are aligned with Wavin´s interests on this matter.
We have used different tools or methods to generate a complete diagnosis of the actual situation
internally and externally. We have also developed a complete mapping of the organization
including strengths and opportunities and finally we have developed a well-supported action plan
with a clear and smart goal that will guarantee success on the deployment of the Digital
Transformation Project Summit.
At the end, our main goal would be to execute specific actions hand to hand, with external
consultants and Wavin´s executives responsible of the project, to increase levels of satisfaction
and adoption of Summit in general. At this first stage, our participation will end in 2023, but the
structured implementation model could be replied in other territories with the previous correct
analysis tropicalized into that specific market.
We could say that although Wavin is receiving a great benefit from this project because of the
better adoption of the Digital Transformation project, our group of consultants has also found
incredible learnings and tools for future projects.
P a g e 35 | 41
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pavco-wavin
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P a g e 39 | 41
9. Appendices
Cross SWOT
This framework is used to develop an action plan aligned with the strategy. This analysis is
conducted by combining two factors from strengths, weaknesses, opportunities, and threats.
Strengths & Opportunities
A strategy to maximize opportunities by using strengths.
Main strategies
 Given the actual global digitalization, Wavin´s strong presence of Distribution Centers and
wide options of SKUs leads to develop and reinforce the e-commerce platform.
 Given the higher ecological consciousness in the world, Wavin´s high quality and safe
products lead to an ambitious plan for lowering Carbon Emissions and Footprint through
R&D.
 Given the intuitiveness and standardization of technology, Wavin´s strong leadership and
teamwork suggests a process and implementation of standardization in operational
processes.
Complement strategies
 Given the global and on demand economy we have nowadays, Orbia´s Wide spectrum of
Business units all related to the polymer industry leads to a strategy of cross selling that
could help create new accounts for WAVIN.
 Given the higher ecological consciousness in the world, Wavin´s high quality and safe
products could lead to a stronger branding campaign on Wavin´s sustainable and eco-
friendly products.
 Given the new trend of holistic solutions in one place, Wavin´s distribution and sales
infrastructure lead to develop new product portfolios under the construction and
agricultural industry.
 Given the strong recession just passed with COVID and the ones to come, Wavin´s strong
financial arm suggests following a strong campaign of M&A acquiring troubled
competitors.
Opportunities & Weaknesses
A strategy not to miss opportunities because of your company’s weaknesses.
Main strategies
 Using the new standardized tools globally, new KPIs of order fulfillment and customer
satisfaction could be deployed to increase service level performance.
 Global standardization of operative procedures could help serve better the different client
segments.
P a g e 40 | 41
 Stock management methodologies could be implemented with the new standardization of

operative procedures to cut costs into distribution expenses.
Complement strategies
 Starting an aggressive campaign of Merges and Acquisitions in the North Americas and
Asian territories could help increasing presence in those small markets for Wavin
 Increasing vertical integration and B2C sales through e commerce platform could
strengthen Wavin´s position.
Complementary problems identified

During the problem definition, we identified different approaches that are interesting to analyze in
a consequent stage, these complementary problems are the following:
 The cost incurred in administrative activities eats away profits, as it becomes a fragmented
and complex operation across multiple countries.
 Despite Wavin is a multinational company with global presence, nowadays it operates with
nonstandard End to End processes along its Value Chain, as well as with different also
nonstandard ERP systems.
 Global demand and the urge to cut costs require intuitive, standardized, and technological
procedures and tools that today Wavin has not implemented yet.
 Nowadays, Wavin has different operating procedures worldwide, resulting in higher costs
to serve compared to the industry sector and poor service to customers.
 Wavin is not in the top five plastic producers in the World, the ladder up would require
aggressive M&A strategies participating in new regions through smaller competitors.
 Markets are changing and the environment. The industry needs to change and adapt to new
Global eco - friendly requirements. Innovation is the key to facing the coming future.
 Currently Wavin does decentralized stock management for its vast global operational
footprint. And this is impacting service to its customers behind lack of products needed to
be shipped on time and on the other hand excess inventory causing obsolescence and this
impacts the company’s P&L.
P a g e 41 | 41

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Edgar Rangel on behalf of EGADE Business School MBA team

Paseo de la Reforma 483, 47th floor, Cuauhtemoc

Niek van Oijen

Dear Mr. Niek van Oijen,

EGADE Business School, MBA Online

AD5012 Field Project

Professor: Dr. Jose M. Maraboto Q.

March 30, 2023

Final Assessment Report

Iván Mayoral A00287983

Understanding Challenges in the

Iván Mayoral Jorge Peart

Edgar Rangel Juan Viesca

Herman Santos Alán Viveros

About the organization:

1. Executive summary ................................................................................................................................ 5

March 29, 2023

3. Background of the organization.

4. Key Findings of the diagnosis

4.1 Situation analysis

Ranking for PESTEL Elements

Rivalry among competitors – ranking 5, relatively high.

4.1.2 Internal analysis

Value Chain Analysis Model

4.3 Problem identification

4.4 Cause–effect analysis

Change Management: Cultural Differences

Change Management: Digital Transformation

Phase 1 Phase 2 Phase 3

Entry Diagnosis Action planning

Consulting Analysis Phases

6.1 Developing alternatives.

Alternatives filter for not meeting criteria.

6.2 Alternatives evaluation and selection

Conclusions on development, evaluation, and selection of alternatives

6.3 Planning for implementation

Main Barriers & Challenges Resistance

SMART goal definition

6.4 Action plan

5. Engage Colombia’s leadership.

Start Due Resources Potential Success

Start Due Resources Potential Success

Start Due Resources Potential Success

Start Due Resources Potential Success

Email follow up,

Start Due Resources Potential Success

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