Vinci Construction Polska is a leading player in the Polish construction market, built on the synergy between the WARBUD and Eurovia brands. To strengthen its competitive advantage and fully leverage the potential of inter-company cooperation, the group continuously refines its business processes. Over time, the group faced a strategic dilemma: should they unify processes across all entities or allow for greater independence within the group?
With the support of process analysis and optimization experts from GoNextStage, they made a decision that remains a solid foundation for the holding’s further development. Discover the case study of our joint efforts.
The dilemma: standardization vs. local adaptation
Both Warbud and Eurovia had previously implemented the WEBCON process management platform. Each company used it in a completely different way. Therefore, a question arose: whether to leave each company with its proven model, risking a lack of consistency across the entire group, or to impose uniform standards at the expense of flexibility and alignment with local realities? It was this dilemma that became the starting point for a project aimed at reconciling the interests of both companies.
Support in arranging the processes and data migration was provided by experts from GoNextStage. Their experience in working with large organizations allowed for the efficient implementation of technology as well as the organization of workflows and their adaptation to the real needs of users. It was the partner’s practical knowledge that was key to finding a balance between standardization and flexibility. A similar dilemma was faced by Green Holding, which decided on the balanced rollout method – a solution combining process standardization with their local adaptation. Review the Green Holding case study.
Business process improvement: technological and… cultural change
Merging two separate WEBCON systems was not merely a matter of choosing technology. It was a strategic choice that impacts organizational culture, team workflows, and inter-company relationships. The most common challenges include:
- a lack of clear goals and strategy,
- a lack of executive engagement in promoting the change,
- diverse practices across individual companies,
- fears regarding the loss of autonomy,
- a lack of clear communication regarding the objective,
- the execution of training programs,
- team resistance toward new tools.
Regarding digital adaptation, GoNextStage experts conducted an in-depth analysis that allowed for the clear definition of goals and change strategy, while supporting the VINCI team in conducting operational activities.
When implementing a change as significant as process standardization across companies, it is equally important to understand that processes are carried out by people. It is their engagement and acceptance that determine the success of the transformation. Without accounting for the cultural aspect, even the best technological solutions will not yield the expected results.
“Everyone lives through change. I don’t know a single company that isn’t undergoing some form of change—be it large or small. When we implement change within a company, roles are key. The process begins with the change sponsor: a person who must be convinced that the transformation will bring tangible benefits to the organization. Next, the involvement of the entire technical structure and external partners, such as GoNextStage, who support the implementation of low-code systems, is vital. We also cannot forget the end-users of these processes. This entire chain must be convinced of the change. From my perspective and experience, this is the key factor in a successful implementation.” — Krzysztof Wykręt, IT Director at VINCI Construction Polska.
Improved processes
The optimization of processes along with data migration included:
- cost invoice workflows,
- subcontractor settlements,
- procurement processes,
- contract management,
- project cost control.
Read how VINCI Construction Polska managed to unify processes across the company.
