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The IOW is better adjusted, more flexible and agiler


2016 was a year of change and repositioning at the IOW Skills Centre as an important piece in promoting continuous improvement that is better aligned with the different situations in the various Sonae businesses, closer to people, adapted by everyone's different rhythms and more focussed on generating results that affect the businesses. 

The Training Centre has evolved into the Skills Centre and has integrated Development and Coaching services so it can now provide methods and tools that can better serve the Sonae needs while also offering each business's PMOs specialised support, challenging them and training them to do their jobs better.  

The IOW Skills Centre has developed a new Training on Demand (ToD) service so as to better respond to the needs and challenges of each business.   

This is why it began to gather a team of trainers who were specialised in different areas of knowledge and who could contribute towards implementing and streamlining IOW. The certificates for the 30 new ToD trainers were handed out in June at an internal event that counted on the presence of Paulo Azevedo, Chairman and Co-CEO of Sonae, Business CEOs, PMOs and the new trainers' superiors. 

Read the testimony of Tomás Lince, Stock Management Director at the Sonae MC Food Sales Department about the new ToD. 

> You recently used the new Training On Demand from the IoW Training Centre. Why did you request training on demand?
We resorted to training on demand so as to get concepts across and to teach how to use tools that can speed up the spread of the continuous improvement culture. It is important to adapt the training with the practical cases that the teams have to deal with and make the training content tangible and ensure the action plans can be implemented. 

> What was the experience like from the request up until you were given the training? Was it really 'on demand'?
The answer was almost immediate. The IoW head of PCA (João Alvim) planned the training and interacted with the colleagues who handled the training. We helped in planning the sessions, who the priority employees were, the most frequent problems and what cases we wanted to be assessed. Without a great investment in time, I believe we managed an excellent compromise between starting planning the actions and their implementation. 

> What results do you expect from this kind of training in IoW?
To speed up the dissemination of training, improving the application of the contents since they are being transmitted about practical cases, simplifying some of the actions, since the cases that are considered are real and very similar to the daily problems faced by the stock managers. This kind of training should speed up the learning curve of these contents and expand the base of IoW tool users. With these dynamics, it is possible to increase the number of employees who know, master and use continuous improvement on a daily basis.

Today, IOW is more flexible in the way it is implemented, offering different tools and methods but always associated with a common, transversal language that the IoW model ensures. It is better adjusted to each team's needs and rhythms and agiler in the response to new challenges. 

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