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Elisabetta Del Mare and Marco Fadda - Methodos

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  1. 1. The Methodos Sitcom<br />An innovative project of organizational culture development and of internal communication<br />Elisabetta Del Mare<br />Marco Fadda<br />
  2. 2. Methodos in short <br />Page 2<br />
  3. 3. Methodos in short <br /><ul><li>… an history of solid experience </li></ul>MethodosS.p.A. is a management consulting company established in 1978, with branches in Milan and Rome and a representative in Brussels <br /><ul><li>… a professional standing recognized by top companies and associations</li></ul>Methodos is one of the most significant Italian entities supporting organizational change programs<br />Page 3<br />
  4. 4. Methodos in short <br /><ul><li>… a legacy of competency and professionalism</li></ul>Methodos is leader in the design and activation of change management programs based on socio-cultural analysis, stakeholder inclusion, co-participative action. Programs include integrated communication, competencies development, and innovation task forces management.<br /><ul><li>… a pro-active approach in line with clients’ expectations </li></ul>Methodos is effective in the research and activation of theoretical models and operating instrumentation which meet the requests of its clients, from the detailed definition of objectives to the development of results measurement tools. <br />Page 4<br />
  5. 5. Our Fundamentals<br />Mission<br /><ul><li>To contribute to the success of our Clients, helping them to achieve their objectives and to generate value, by the development and management of relationship systems which are co-participative, open, measurable, and effective.</li></ul>Vision<br /><ul><li>To become trusted partner of organizations which intend to embrace change in order to grow. </li></ul>Page 5<br />
  6. 6. Today, we’d liketo share withyouanexperiencewelived in the communicationfield:<br />THE METHODOS SITCOM<br />
  8. 8. The competitive scenario constantly pushes businesses to change or succumb …<br />
  9. 9. Communication is the fulcrum of transformations<br />
  10. 10. The paradox that we live:<br />Always more messages to share<br />Always less time to confront ourselves<br />
  11. 11. Today every manager lives…<br /><ul><li>The strong increase of “pressure” inside and out (that we receive and we create)</li></li></ul><li>Today every manager lives…<br /><ul><li>The need to be always more incisive in conveying messages (leaving no space to misunderstandings/free interpretations)</li></li></ul><li>Today every manager lives…<br /><ul><li>The increasing lack of dedicated time to communication / confrontation / sharing</li></li></ul><li>Increase<br />of COMPLEXITY …<br />in the management of <br />COMMUNICATION(internal and external)<br />
  12. 12. The great challenge for a successful businesses of today is …<br />… having a Management that supports the development of an organizational culture which is functional to its own business needs<br />Page 15<br />
  13. 13. But which internal communication to support?<br />
  14. 14. Page17<br />Methodos Communication Study 2010<br />
  15. 15. The effect of the crisis on communication…<br /><ul><li>The trend demonstrates that communication has gained more value with the effect of the crisis</li></ul> Communication is <br />more important<br />Same<br />Communication is<br />less important<br />Page18<br />
  16. 16. How it has modified budgetand resources…<br /><ul><li>Generally budgets are decreased in communication as in the rest of the businesses structures</li></ul>More<br />Same<br />Less<br />Page19<br />
  17. 17. Which are the challenges for organizational communication?<br /><ul><li>The 2008-2010 crisis, the continuous uncertainty and instability of the scenario obliges businesses to:
  18. 18. constantly reinvent themselves to look for competitive advantage.
  19. 19. invest attention in order to maintain and increase “trust” from their own people</li></ul>Page20<br />
  20. 20. Which are the challenges for organizational communication?<br /><ul><li>Globalization and 2.0 web development leads to a change in orientation of communication:
  21. 21. from “control” of messages, channels and times
  22. 22. to “intelligence” on internal stakeholders, their needs and valuable judgement, taking in consideration culture, country and their dominant values.</li></ul>Page21<br />
  23. 23. Which are the challenges for organizational communication?<br /><ul><li>Today, communication plays a lead role especially in the management of processes of change, in engagement development and in the application of new technologies (2.0)</li></ul>Page22<br />
  24. 24. Therefore communication is a strategic lever of the management of people and results <br />
  25. 25. Behind each business success there are adequate behaviors and a precise communication strategy<br />
  26. 26. Internal communication orientates<br /><ul><li>ways of thinking
  27. 27. behaviour
  28. 28. leadership styles</li></li></ul><li>But traditional communication channels are not enough<br />PAPER TOOLS<br />TECHNOLOGICAL TOOLS<br />RELATIONAL CHANNELS(vertical and horizontal)<br />EVENTS<br />
  29. 29. There is a need for new toolsto spread new behaviors<br />
  30. 30. There is a need for new stimuli in order to give birth to the culture that we need<br />Capire i bisogni delle persone<br />
  31. 31. How to answer in an innovative way?<br />
  32. 32. Page 30<br />The first TV series for organizational culture<br />
  33. 33. What is Methodos Sitcom<br /><ul><li>A series of episodes each 18’ long, focused on the vision of stimulant cases, concentrated on strategic themes for an active and experienced training.</li></ul>Page 31<br />
  34. 34. What is Methodos Sitcom<br /><ul><li>With strong featuring characters that in every episode are placed to solve different situations, fun but light and realistic, rich of reflective and learning ideas.</li></ul>Page 32<br />
  35. 35. What is Methodos Sitcom<br /><ul><li>Inside a large firm, the Global Business, in which the complex organizational life offers the possibility to face the managerial-interpersonal competences, object of training and the relative prism of virtuous and non-virtuous behaviors.</li></ul>Page 33<br />
  36. 36. Methodos Sitcom’s aims<br /><ul><li>Smoothen-up organizational relations
  37. 37. Create reflections around the represented dynamics
  38. 38. Favour the necessary change</li></ul>Page 34<br />
  39. 39. Why a Sitcom?<br />The reason why situation comedies are “the real epic” of our time<br /><ul><li>We identify in the characters that animate the episodes (or identify our acquaintances…)
  40. 40. We use their behavior models as an example to examine ours and others
  41. 41. We re-read our reality through the filter of their adventures in order to discover new meanings</li></ul>Page 35<br />
  42. 42. The ‘contagious’ logic of the Sitcom<br /><ul><li>The episodes of the Sitcom are planned as an effective innovative tool, with great emotional and engaging impact, to be used by business managers as culture creators.
  43. 43. Managers organize internal meetings with their co-workers to watch the episodes together
  44. 44. After the screening, managers lead the discussion</li></ul>Page 36<br />
  45. 45. Page 37<br />Some modalities of use<br />Behaviour Deployment <br /><ul><li>The episodes of the series used as a tool to transfer behaviors to adopt, and the implications that these bring in the daily reality</li></li></ul><li>Page 38<br />Some modalities of use<br />Cascading of the Values<br /><ul><li>The episodes of the series used as amplifiers of business values and the consequent daily behavior to act</li></li></ul><li>Page 39<br />Some modalities of use<br />Development Paths<br /><ul><li>The episodes of the series used as a representation of a reality to discuss in order to draw personal lessons in the context of the use of didactical materials</li></li></ul><li>Page 40<br />Some modalities of use<br />Meetings of functions / areas<br /><ul><li>The episodes of the series used as starting points to analyze internal dynamics of function/area through theatrical catharsis</li></li></ul><li>Some best practices<br />
  46. 46. Lets watch an episode together<br />
  47. 47. Page 43<br />“The Perfect Storm”<br />What happens when communication is missing<br />
  48. 48. Page 44<br />
  49. 49. Page 45<br />The focus of the episode<br />When the lack of communication culture ruins the processes and plans, causing damage between functions (internal) and clients (external)<br />
  50. 50. SPEAKING GUIDE <br />Methodos supplies material to support the episodes to help managers in the conduction of the discussion<br />
  51. 51. Some examples of ideas and reflections to share with colleagues <br />
  52. 52. Page 48<br />Which are the reasons of the clients’ complaints and how was the problem created?<br />
  53. 53. Page 49<br />What is Luca’s attitude in facing difficulties and how is he percieved by Laura?<br />
  54. 54. Page 50<br />Which approach do Paolo and Carloalberto have in the management of the problem?<br />
  55. 55. Page 51<br />Which organizational answer is given to Filippo’s problem and which kind of culture does it denote?<br />
  56. 56. Page 52<br />Material available<br /><ul><li>Voucher for half a day of train the trainer for internal training
  57. 57. 6 kits, one for every episode, of support for internal training (deployment)
  58. 58. Introduction videos created ad hoc with authoritative people in the business for each episode (to guarantee coherence in the deployment messages)</li></li></ul><li>Page 53<br />Material available<br /><ul><li>Contract for the sale of royalties for the usage
  59. 59. Paper industry Box with the 6 personalized DVDs
  60. 60. Files of the promotional posters for every episode to hang in the firm
  61. 61. DVDs with the trailers of the 6 episodes and use guide of the SitCom</li></li></ul><li>Thankyou<br />
  62. 62. Foranyfurther information<br />e.delmare@methodos.com<br />m.fadda@methodos.com<br />Page 55<br />
  63. 63. Q&A<br />Page56<br />
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