An Operating Model That Stuck Across 1,400 People
The Engagement
Vertex Industrial had shelved its previous transformation. Polance partnered with the leadership team on a redesigned operating model — and, more importantly, on the change-management work that turned it into adopted ways of working across four sites and 1,400 people.
Operating Model Design
Co-designed the structure, governance, and decision rights with the executive team — pressure-tested with site leadership before a single org chart was published.
Change Architecture
Built a change program as rigorous as the strategy work itself: leader cascades, 18 internal champions, weekly pulse data, and a transparent dashboard the CEO referenced in every all-hands.
The Outcomes
The numbers we agreed to move — and where they landed.
87%
Adoption
Of the new operating rhythms, measured 90 days post-launch.
+22
eNPS Shift
From −4 to +18 in the first six months — a leading indicator of stickiness.
11%
Productivity Lift
Measured at the four production sites in the first year.
Engagement Facts
- Client Lead
- Adam Kowalski, VP People & Operations
- Organization
- Vertex Industrial
- Location
- Wrocław, Poland
- Engagement Type
- Operating Model & Change Program
- Program
- An Operating Model That Stuck Across 1,400 People
Outcome
87% adoption of the new operating model across 1,400 people — with an eNPS shift of +22 and an 11% productivity lift at the production sites in the first year.
Let's talk about the outcome
you're trying to move.
Tell us where you're stuck — strategy, digital, data, or all three. We'll bring a senior partner to the first call, share an honest perspective, and only propose work if we genuinely believe we can move the number.
Typical response within one business day · NDA on request · No obligation