Inchcape CARCAM
Connecting strategic creativity and change management to support the implementation of INCADEA + SAP S/4HANA.
The ambition
The addition of newly acquired operations to Inchcape opened a new chapter for teams in Barbados, Puerto Rico and other Caribbean operations. The implementation of INCADEA + SAP S/4HANA was part of that evolution: integrating processes and moving towards a more connected operation.
The ambition brought together two challenges that needed to progress together. Reach the technology milestone within a demanding schedule and prepare people to participate in a new way of working across countries, languages and cultures.
Mutta Studio led the people side of change. Our role was to design an experience connecting the purpose of the transformation with team participation, learning and support. The technical implementation of the platforms remained with the teams responsible for the technology project.
The systemic perspective
An acquisition brings together operations with histories of their own. Each team contributes practices, cultural references and ways of relating that need to find their place in the next chapter of the business.
Through our Human Centric methodology, we approached implementation as an organizational experience. Understanding people, their contexts and their contribution to the project was part of designing the change. Preparation needed to connect the future vision with what participating in it meant for each role.
Within that diversity, we found a point of connection: music. A language that could cross linguistic differences and make collaboration tangible. Listening, recognizing each other's contribution and coordinating to create something together were also capabilities the transformation called for.
The transformation architecture
We connected four dimensions of change management. Creativity gave meaning to the journey; methodology translated it into capabilities and support.
The #1band1sound concept and the Future Beat creative identity gave the project a shared expression. Branding, storytelling and key messages brought the idea of a band into the implementation experience: people making different contributions towards a common vision. A brandbook and visual system created consistency across materials and sessions.
Key users held a central role as trusted points of contact for their teams. Their preparation combined role clarity, change management training and tools to support others. Train-the-trainers developed the facilitation and learning skills needed to share knowledge with end users.
Experiential learning connected concepts with action. Music offered a way to explore how a shared vision is built and what it takes to coordinate different contributions. Working sessions and practical resources carried that experience through the journey.
Messages, guides and interactive resources supported the different stages. Communications across multiple formats maintained the narrative and provided practical guidance for participation. Listening and feedback opportunities captured participants' experiences and informed adjustments, alongside preparation of support arrangements for go-live.
How we intervened
The future vision became a participatory experience. At the kickoff, teams made music with instruments to express what project success would look like. The experience invited them to listen and coordinate as they created something together. Future Beat took on an expression shaped by the very people who would live through the transformation.
We connected that energy with structured preparation. We trained more than 50 key users in change management and their role in mobilizing the transformation. The journey provided tools to understand their stakeholders, communicate the purpose and support their teams' learning.
Through train-the-trainers, we explored how adults learn, how to facilitate a session and how to create clear, useful materials. Communications and practical resources extended learning beyond the sessions, maintaining a recognizable identity throughout the process.
Before go-live, a synchronization session brought the team together to review readiness and reconnect with the shared challenge. The approach incorporated listening, feedback and support arrangements designed and communicated for launch. The creative experience was connected to the practical needs of each stage.
Progress and impact
The project reached go-live, a milestone recorded in the case documentation. Mutta's contribution was to support that journey through the people side of change, connecting identity, preparation and support.
The work produced tangible outputs: a shared narrative under #1band1sound and Future Beat, more than 50 trained key users, learning and communication resources, and opportunities for participation and synchronization at key moments. These advances show how the change strategy took shape in the teams' experience.
Their contribution was to create conditions for adoption: prepared points of contact, a recognizable purpose and resources to support the transition. Go-live marks the start of operations on the new systems; embedding their use and the associated practices requires operational follow-up. This case does not report a quantitative measure of adoption or attribute productivity improvements or commercial results to the engagement.
The strategic reflection
In CARCAM, music shaped a strategy for connecting cultures and a way to experience collaboration. Its value lay in the coherence between the creative concept and what the project asked of people: to listen, learn, coordinate and contribute through their own roles.
For Mutta, this is the power of strategic creativity. Finding an idea rooted in the context and translating it into an experience that can mobilize the people who make transformation possible.
Let's redesign what comes next.