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Change Communications

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Change Communications Presentation Transcript

  • 1. EVIDENCE-BASED COMMUNICATIONS
  • 2. A viewinto the world of changecommunications
    This survey was developed by the Burson-Marsteller EMEA Change Communications Practice
    and conducted by Penn Schoen Berland.
    Respondents count 483 HR and communications decision makers across 10 European markets,
    including UK, France, Germany, Italy, Spain, Switzerland, Norway, Finland, Sweden, and
    Denmark.
    The survey identifies key drivers and barriers to successful handling of strategic change
    processes, which types of strategic changes companies have experienced in the past
    five years and which strategic changes they expect to see in the years to come.
  • 3. The B-M definition of strategic change
    Internally initiated change processes include:
    Burson-Marsteller defines a ’strategic change’ as a significant and complex change that is of fundamental importance to a company’s business, with implications across business units and functions.
    New strategic direction
    New vision, mission and values
    Leadership transition
    Strategic changes can be triggered by various internal and external factors and are, thus, characterized as either internally initiated or externally imposed strategic changes.
    New product launch
    Organizational restructuring
    The main aim of the survey is to uncover how strategic changes are handled with regards to internal stakeholders and change of employee behavior.
    Externally imposed change processes include:
    Crises impacting the organization
    Downsizing
    Closing of factories, relocations etc.
  • 4. Is the current economic climate changing corporate reality?
    Q: Would you say your company has experienced more or less changes in the last two years?
  • 5. Q: What sort of strategic changes has your company been through?
  • 6. Q: What sort of changes, if any, do you anticipate the company to experience in the next two years?
  • 7. Planning in advance drives effectivechange
  • 8. Planning in advance drives effectivechange
  • 9. Countriescomparedon parameters drivingeffectivechange
  • 10. Critical to success
  • 11. Whatare the keybarriers to effectivechangeprocesses?
  • 12. Q: At what stage would employees typically hear about the change?
  • 13. How to communicate changes
  • 14. At what stage shouldemployeesbeinvolved in changeprocesses?
    There are indications that very few companies engage employees in the early stages of a strategic change process. In fact, less than 25% of participating companies engage employees in the earliest goal setting and scoping phases, and even less are engaged post-execution. (See appendix, table 4a).
    Companies handling strategic change process very effectively tend
    to involve employees at an early stage and continue all through the process
    On-going
    maintenance
    & monitoring
    Goal setting
    and scoping
    Planning &
    resourcing
    Execution
    However, it is suggested that companies handling strategic change very effectively, more often than the average company, involve employees in the goal setting and scoping phase. Likewise, the survey shows that the most successful companies keep employees engaged throughout the whole change process – from goal setting and scoping to post-execution monitoring.
    Companies handling strategic change process at an
    average level involve the employees around execution
    On-going
    maintenance
    & monitoring
    Goal setting
    and scoping
    Planning &
    resourcing
    Execution
  • 15. It’s great to have satisfied employees
  • 16. It’s better to have engaged employees
  • 17. EVIDENCE-BASED COMMUNICATIONS
  • 18. Panel Debate
    Alberto Bernard
    HR Director, Pfizer Global Manufacturing
    Massimiliano Bruni
    Docente di strategia, Università Commerciale L. Bocconi
    Simone Cigada
    Principal, Porsche Consulting
    Eric Gerritsen
    Amministratore Delegato, Burson-Marsteller
    Alessandro Magnoni
    GeneralAffairsDirector, Coca Cola HBC Italia
    Stefano Masino
    ManagingDirector, Lee Hecht Harrison
  • 19. EVIDENCE-BASED COMMUNICATIONS