Case study

Adoption of a new technical collaboration platform across 11 sites in 8 countries


Cebi group


Activation & adoption


3 years
Table of Contents


The Cebi Group was founded in 1976. It produces electromechanical components for the automobile industry, as well as for household appliances. The Cebi Group is the market leader in the field of car wash technology and European leader in the fields of temperature sensors and locking mechanisms. The Group currently employs 3500 people worldwide. It has 11 production sites in 8 different countries, as well as 7 R&D centres and 13 sales offices around the world. Cebi’s headquarters are situated in Luxembourg.


The Cebi Group decided to implement a technical collaboration platform to provide the functionality of Product Lifecycle Management (PLM) and Quality Management System (QMS) and to define a common approach across all entities.

From our first discussions with MindForest, I was convinced that they were the ideal partner for our innovative project. Indeed, MindForest made it clear from the start that their mission was to put the end user at the center of the project and to put the technical aspects aside. They kept this promise perfectly and that the entire project team regularly takes a step back from the technical aspects in order to devote sufficient time to the needs of the end users. Their simple language and pragmatic approach is appreciated by all employees and contribute to the buy-in of the project by all.”

Christopher Bollendorff
Program Manager at Cebi Group

This is Cebi’s largest digital programme. It is designed to ensure reliability and consistency of information to meet the highest standards for its customers.

Nothing is permanent except change », said the Greek philosopher Heraclitus. This quote takes on its full meaning in our digital transformation project at Cebi. We have chosen MindForest as our partner to accompany and lead us throughout our change. MindForest supports us on the communication side as well as on the « human » side; the most important part consists in encouraging our employees to adopt the solution all over the world. We can rely on specialists who are able to make proposals to adapt to our teams. To give you a concrete example, we have set up an internal network of local change ambassadors. These ambassadors exchange information with each other, thus provide the project with regular feedback from the field. In conclusion, change management is a key component which should be considered from the outset of a project to meet the cultural, organisational and technological challenges.”

Smaïn Boucetta
Project Manager – Head of Quality at Cebi Group


MindForest is accompanying Cebi during this transition period to ensure the seamless adoption of the new software at all 11 sites and to provide change management support during the roll-out period.

The main objectives MindForest is facing are:

To accompany

the transition phase by helping all key users and final users to cope with the challenges linked to the implementation and adoption of the solution.

To identify

any resistance and take any necessary measures.

To communicate

about the programme and align all stakeholders.

To measure

progress during the period of change.

To encourage

the development of a more collaborative and open culture among all people and teams in the different countries.


Governance adjustments at several hierarchical levels

A personalised diagnostic of any perceived resistance

Training sessions on time management for those with increased workloads

Visualisation of the new processes

Regular framing and reframing of the objectives

The implementation of change ambassadors’ network

Training sessions designed to provide internal trainers with the necessary competences to train their colleagues

A risk matrix

A change communication plan

A change barometer

An ongoing process to collect and analyse feedback


  • The creation of an Intranet site, a monthly newsletter and the organisation of kick-off meetings with top management at each site have all contributed to increase transparency and engagement levels, reduce the risk of rumours developing and to minimize anxiety linked to the project.
  • The network of change ambassadors spanning all production sites has played a major role in adapting communication to suit each site and the personnel employed on the production lines.
  • Exchanges with the change ambassadors from all the different sites were organised in addition to the technical meetings already in place. These exchanges made it possible to gather and discuss feedback from the field and even to make any necessary improvements to the roll-out solution.
  • Some requests for changes to the platform could be discussed and taken into consideration, for example regarding changes to the interface or translations.
  • MindForest uses a change barometer, which produces a quarterly analysis of how well the new solution is understood and supported.
  • These quantitative and qualitative results are fed into the risk matrix, which also takes feedback from the change ambassadors into account. This makes it possible to anticipate risks and to take any necessary countermeasures.

MindForest conceived a two-part training session to prepare the key users for their role as end user trainers in the best possible way.

The valorisation of best practices and lessons learned following successive Go-Lives was highlighted in a series of articles published on the Intranet, as well as via dedicated sessions with both change ambassadors and key users.

The risk analysis and the feedback provided made it clear that the roll-out of the new solution would result in an increased workload, for this reason MindForest conceived a specific training session in addition to that of “Train the trainer”, for all HR employees to enable them to train their colleagues in their native languages.

Beyond the visual depiction of the new workflows, especially the way questions were asked and also because of the openness to question oneself made it a successful endeavour. Thanks to this co-constructive approach, the project team was able to learn that some stages were not yet specified or were not aligned to the current/future situation.

The website user statistics show that it has generated a lot of interest with a marked preference for the articles, newsletters and best practices.



based on regular exchanges, a clear project scope, regular assessment of the current situation including any necessary realignment, the provision of ongoing support and guidance.


including all decision-making bodies and follow up on methods.

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