Title: Friday Morning Potluck Choosing the Team for Project Blue Operations
The cafeteria at Proudfoot Trail Company was unusually cheerful that Friday morning. The aroma of roasted coffee mixed with cinnamon pastries set a comfortable rhythm before a very serious discussion. In one corner, three figures settled near the glass window overlooking the warehouse yard. The company was at a historic turning point the TSA exit project called Project Blue Operations, following the divestment from Big Foot Trail. The conversation among Charlie Baker, CHRO; Eden Luck, Program Lead; and Paul Geetro, Assistant Supply Chain Director, would define the core team behind that transformation: the Blue Operations Taskforce.
The Gathering Before the Storm
Charlie smiled, stirring his coffee. “Glad to see you both made it. Eden, I see you’re maintaining your streak with that quinoa salad.”
Eden laughed. “Transformation begins with consistency, Charlie.”
Paul, balancing a plate of roasted vegetables, smirked. “Consistency I can get behind at least at breakfast.”
But beneath the humor lay an undercurrent of determination. Proudfoot Trail had just completed its separation from Big Foot Trail and now needed to rebuild its independent operations from the ground up. The success of that separation the TSA exit would depend on the people sitting in that very room.
Setting the Agenda
Charlie leaned forward. “Let’s get right to it. The Board’s clear Project Blue isn’t simply restructuring. It’s about transferring capability and embedding independence. For that, we need a transformation taskforce that can execute and sustain change.”
Eden nodded. “Exactly. This isn’t a temporary team this is the organization’s new heart. They’ll run the pace for process redesign, systems integration, supply chain autonomy, and cultural renewal. Once we stand on our own, they’ll make sure we keep running.”
Paul listened carefully. “So the taskforce isn’t just a project structure; it’s a bridge to the future.”
“Precisely,” Eden said. “A living bridge between strategy and daily operations.”
Charlie smiled knowingly. “We wanted you here, Paul, because your name came up for nomination. Before any further step, we wanted to talk about what that really means.”
Paul raised his eyebrows. “So this isn’t just coffee after all.”
The Purpose of the Transformation Taskforce
Charlie set his mug down. “In every major transformation, the taskforce acts as the living engine of change. It ensures execution consistency, embeds new capabilities, and carries the organization through behavioral shifts.”
Eden added, “We’ll rely on them to embed systems, coach peers, and transfer consulting methods from Kenza Chuwku Consulting so that the knowledge becomes internal. The team’s purpose is threefold accelerate capability transfer, ensure consistent execution, and drive cultural ownership.”
Paul nodded. “So, we’re not only implementing changes but teaching the company how to sustain them.”
“Exactly,” said Charlie. “The taskforce becomes our multiplier. Once embedded, it will allow the company to grow without dependency.
Defining the Role and Expectations
Eden unfolded a notepad. “Kenza Chuwku’s fraework breaks this down into three dimensions Support, Facilitation, and Delivery.”
“Support,” she explained, “is the daily involvement guiding colleagues, communicating the transformation agenda, and building ownership.
Facilitation means running workshops, solving cross-functional issues, and energizing collaboration.
And Delivery that’s hitting tangible outcomes under pressure.”
Charlie nodded. “It’s a near full-time commitment. Members will be trained in transformation tools and execution disciplines. The goal is not project participation but capability internalization turning consulting expertise into homegrown mastery.”
Paul grinned. “So, you’re essentially recruiting missionaries for change.”Eden laughed. “You could say that. Missionaries who thrive under pressure and can still laugh at the end of the day.”
The Selection Criteria: Character Above Credentials
Charlie leaned back. “Now, recruitment. We’re looking for two things expertise and behavior.”
“On expertise,” Eden explained, “we need people who understand Proudfoot’s culture, its stakeholders, and the intricate systems connecting our now-separated operations. We want those respected by peers, not just those with a title.”
“And behaviorally,” Charlie continued, “we’re hiring for mindset. Open-mindedness, adaptability, optimism, and collaboration. People who can challenge with empathy, stay composed in uncertainty, and who keep humor alive.”
Paul smiled. “So, attitude weighs as much as aptitude.”
“More,” Charlie said. “Behavioral elasticity is the real differentiator. The TSA exit will involve tension these people must stay balanced while others react.”
The Evaluation Process
Eden placed a printed sheet on the table. “Kenza Chuwku uses a structured scoring method one to five for competencies like credibility, leadership, results, communication, collaboration, adaptability, and conflict resolution.”
Charlie added, “Multiple reviewers typically HR, the program sponsor, and consulting advisors each score independently. Strong candidates earn fours and fives across categories.”
Paul nodded as he scanned the framework. “So the process is disciplined and transparent.”
Eden smiled. “Discipline is transformation’s first act of culture change.”
Building the Right Composition
Charlie shifted the conversation. “The composition of the taskforce matters as much as the individuals.”
Eden picked up. “We’re designing an integrated mix representation from supply chain, maintenance, finance, IT, and HR. Diversity in both function and hierarchy. Senior leaders bring influence; mid-level contributors bring operational reality. We want both.”
Paul interjected. “What about union members?”
“Good question,” said Charlie. “Technical union members are welcome; they bring practical insight. But full-time union leaders usually struggle with conflicting obligations. Participation must remain focused on transformation, not politics.”
Eden nodded. “We plan limited involvement for those with day-to-day exposure part-time contributions, specific scopes. Enough to ensure inclusivity, but not to compromise pace.”
Behavioral Fit and Leadership Impact
Charlie looked up thoughtfully. “Let’s talk behavior again, especially leadership tone. The taskforce will serve as Proudfoot’s cultural mirror. Their behavior will define how the rest of the business perceives this change.”
Eden added, “That’s why we need people who value progress over perfection, who deliver under pressure and keep laughter in the mix. They’ll set the tone for this company’s new DNA.”
Paul mused, “It’s less command-and-control, more trust-based leadership.”
“Exactly,” said Charlie. “In transformation, leadership is about influence and emotional stability.”
Governance and the Selection Committee
Eden described the governance structure. “A structured committee will oversee selection program sponsor, HR, and Kenza Chuwku Consulting. We’ll meet weekly through what’s called the Compass governance cadence.”
Charlie explained further, “Each session will evaluate candidate progress and readiness while enforcing strong meeting discipline punctuality, clarity, focus. We follow the simple rhythm: 40% preparation, 20% meeting time, 40% follow-up.”
Paul grinned. “That’s organized intensity.”
“That’s transformation,” Eden replied. “Structured predictability in a sea of change.”
Balancing Operational Commitments
Paul hesitated. “It sounds like the taskforce might pull our star performers out of operations. How will we handle business continuity?”
Charlie nodded. “We’ll structure deployment around capacity. Some will serve full time, others predominantly part time. Backup arrangements will ensure no function collapses.”
Eden added, “We’d rather temporarily stretch operations than risk misalignment with the wrong team. Every resource we invest in this group returns multiplied.”
Paul smiled. “So no tourists only hardcore builders.”
“Exactly,” Charlie said. “Tourists take pictures. Builders leave foundations.”
Growth and Development for Members
Paul asked, “So, what’s the return for those who sign up? I assume it’s more than experience.”
Eden’s tone warmed. “Far more. Taskforce members grow faster than any leadership program could offer. They’ll gain cross-functional collaboration, real-time problem solving, direct exposure to senior decisions, and skill mastery in facilitation and transformation management.”
Charlie added, “They’ll come out as internal consultants people who lead change from within. It becomes career velocity. In Kenza’s terms, it’s a leadership incubator.”
Paul nodded slowly. “Sounds demanding, but rewarding.”
“Demanding is what prepares you for legacy work,” Charlie said quietly.
Governance, Trust, and Culture
Charlie’s expression softened. “Transformation thrives when discipline and trust coexist. So, we’ll build a meeting culture grounded in respect, preparation, and open challenge. We’ll encourage one conversation at a time, challenge ideas not people, and close every session with commitments and follow-up.”
Eden added, “That’s how we establish psychological safety and accountability together. The taskforce culture will become Proudfoot’s leadership rehearsal room.”
Paul smiled. “Culture follows behavior. Governance holds it in place.”
“Exactly,” said Charlie. “Governance doesn’t suffocate; it protects focus.”
Beyond the TSA Sustained Capability
Eden leaned forward, energized. “Once operational independence is achieved, the taskforce’s mission evolves. They’ll transition from implementers to enablers internal coaches driving continuous improvement.”
She outlined the maturity path developed by Kenza Chuwku Consulting:
1. Explorer learns and applies tools
2. Integrator executes improvement initiatives
3. Enabler coaches and trains others
4. Guardian sustains the results and mentors new participants
Paul nodded. “So they become our institutional memory our internal consultants.”
“Exactly,” Charlie said. “Long after Kenza steps away, Proudfoot keeps growing on its own terms.”
Union Inclusion Without Paralysis
Paul brought the discussion back to the floor. “In logistics, we’ll need union buy-in. How do we ensure that inclusion without slowing progress?”
Charlie answered, “By inviting participation from rank-and-file members part-time, in specialty problem-solving roles. The goal is insight, not negotiation.”
Eden agreed. “We’ll bring them in for focused sessions their buy-in accelerates adoption. But the governance will remain with the taskforce and program office.”
Paul nodded. “That’s fair. Practical collaboration, minimal politics.”
A Day in the Life of a Taskforce Member
Eden smiled. “Curious what your days would look like if you joined?”
Paul chuckled. “Enlighten me.”
Charlie described, “Morning starts with briefings and reinforcement of daily objectives. Midday might involve workshops, process mapping, or shop floor coaching. Afternoon focuses on reviewing performance data, validating progress, and driving corrective action.”
Eden added, “You’ll also spend time selling the benefits of change listening to teams, interpreting metrics, turning information into impact. It’s a lot of dialogue, analysis, and making people feel ownership.”
Paul leaned back, smiling. “Sounds relentless but purposeful.”
“Exactly,” Charlie said. “Every day spent there builds independence.”
Legacy Beyond Transformation
As the cafeteria’s noise grew, conversation slowed to reflection. Paul looked out toward the warehouse where forklifts moved in steady flow. “You know, this project will reshape everything the systems, the people, the mindset.”
Charlie nodded. “And that’s why the taskforce matters most. It’s the conduit for turning process change into cultural continuity.”
Eden added, “Once we exit the TSA, that same team becomes our first generation of internal pioneers.”
Paul smiled. “So, this is legacy work, not project work.”
“Legacy built in real time,” Charlie replied.
Eden leaned forward. “Paul, selection has as much to do with willingness as capability. We see in you the resilience, credibility, and cross-functional understanding the taskforce needs.”
Charlie added, smiling, “This isn’t an easy road, but it’s the most meaningful one Proudfoot Trail will take this decade.”
Paul took a quiet breath, looking at both of them. “Then let’s do it. Let’s make Proudfoot independent and proud.”
Eden extended her hand. “Welcome to Project Blue Operations, Paul. Let’s build the new Proudfoot together.”
As laughter and chatter filled the breakroom again, the three executives sat a little taller. Around them, the rest of Proudfoot Trail was unaware that its future had just found its architects. With a taskforce yet to be announced, a culture still to be defined, and a bold separation to complete, the company had found its direction.
Outside the window, the morning sun reflected off the yard trucks, tracing lines of motion and purpose. For Charlie, Eden, and Paul and soon, for Proudfoot Trail the transformation journey had officially begun.
Project Blue Operations had found its first breath of life through a Friday morning potluck, and through the promise of Kenza Chuwku Consulting’s guiding hand.
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