In January 2022, BASF called on SANGOO to merge three organisations into one. The organisations, each with their own experts, had grown closer together in terms of content, but were still separate when it came to organisation. The goal of the partnership with SANGOO was to steer the internal reorganisation in the right direction and to implement the new organisational structure on 1 April 2022.

Pascal Van Lith (project lead at BASF) reflects positively on this enriching experience with SANGOO.

What challenges were BASF facing?

BASF saw an opportunity to bring three organisations together under one roof. At the same time, we realised that this kind of decision brings with it changes in structure, working relationships, and so on. As it was important for us to respect the individuality of everyone involved, we wanted the reorganisation to be carefully prepared.

But as a project team we also benefited from the guidance we received. You can learn to use tools, read books and follow courses. But at the end of the day, hands-on guidance at the critical stages of the challenge means so much. This was the main reason we decided to call on an external party.

Why did you choose SANGOO?

During the preparatory phase, we saw that Els and Stefaan had carried out a good assessment of our issue. The tailor-made approach appealed to us too. SANGOO doesn’t take a ‘one size fits all’ approach. It quickly became clear that Els and Stefaan would design a unique approach based on their expertise. Even during our first conversations we felt confident that they understood the challenge and would map out a path forward that was in line with our company culture. So SANGOO was the right choice. Els and Stefaan realise that it takes thorough preparation to make a success out of any organisational change. This intensive phase ensured that the actual transition went smoothly.

“The programme with SANGOO was indispensable, goal-oriented and reassuring.” (Pascal Van Lith)

How has the collaboration with SANGOO gone so far?

The collaboration has certainly been a success. Our journey consisted of two phases: the preparation phase, including the ‘go-live’ of the new organisation, and the aftercare phase.

SANGOO more than lived up to expectations. During the months-long planning phase, Els and Stefaan did not limit themselves to structuring, coaching and sharing knowledge. They also oversaw the continuity of the process and acted as the push we needed to take the necessary steps at the right time.

We’re currently in the aftercare phase. This is also important to see how the reorganisation is going and make tweaks where necessary.

What do you think SANGOO’s strengths are?

We found the tailor-made approach and the flexibility to make changes during the process a great advantage.

Another strength is how the team complements each other. For example, Els takes care of the process-oriented approach and Stefaan focuses more on the people aspect. This powerful combination is a recipe for success. For all stakeholders.

As the project lead, I quickly built up a relationship of trust with them and I felt like I had the space to communicate and discuss ideas openly.

Did BASF achieve the desired result?

Absolutely. We wanted to achieve two things with the project. On the one hand, we were aiming for an organisational design – supported by everyone – and we were looking for a partner who could provide insights to help us make the right decisions. On the other hand, we wanted to prepare for the actual launch of the new organisation as thoroughly as possible.

SANGOO provided the guidance we needed to achieve both goals.

The project team is already very enthusiastic about the results. The employees that were involved also gave positive feedback about SANGOO’s supportive, understanding approach. During the aftercare phase we’ll see if we still need to make some changes here and there. But we’re confident this will go smoothly too.