In a global organization the size of Electrolux, software change is never just technical—it’s cultural. As a leading home appliance manufacturer with more than 40,000 employees worldwide, Electrolux was preparing for a major transformation of its sales compensation process using Xactly. But the organization was already experiencing significant change fatigue from prior initiatives, and most sales users lacked confidence in how commissions were calculated or tracked.

At the outset, nearly 70% of the sales organization did not understand their compensation plans, and commission data lived across disconnected systems like Power BI and legacy tools.

The challenge wasn’t just implementing new software—it was restoring trust, clarity, and adoption across three distinct business units, each with its own timeline and audience.

Electrolux’s mandate was clear: if this transformation failed to gain adoption, it would only add to fatigue and skepticism. Leadership required that Change Management be embedded directly into the Statement of Work, making this a flagship engagement. Executive sponsorship was strong, but there was no internal Change Management department in place to guide the effort.

That’s when Electrolux partnered with Canidium.

Canidium led the initiative with a people-first approach, pairing Xactly implementation with structured Change Management. Executive communications were ghostwritten so messages came directly from trusted internal leaders. A Change Champion committee met weekly to surface resistance early. Canidium conducted on-site UAT to build trust and immerse in Electrolux’s culture, while centralized feedback loops and surveys tracked sentiment and usability throughout the rollout.

Despite shifting technical timelines and the challenge of running legacy systems in parallel, the impact was significant. Post-go-live surveys showed 68% of users found it very easy to track and understand their commissions, reversing the original knowledge gap. All three business units achieved a successful rollout with strong executive endorsement.

The success of the program went beyond adoption. It proved the value of structured Change Management so clearly that Electrolux went on to establish its own internal Change Management department, ensuring future transformations would follow the same people-first model.

“The transition to Xactly has been a game-changer for our visibility. The Canidium team didn't just install software; they guided our people through the change.” — Rick Zelina, Senior Director, Sales Planning & Strategic OEM and New Business at Electrolux Group

By the end of the engagement, Electrolux had transformed a fragmented, low-trust compensation process into a transparent, understood system—turning change fatigue into momentum.