Managing change and Internal Communications - Internal Comms Forum, Dubai


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Presentation at the Internal Comms Forum, Dubai , Dec 2013 organized by Turjuman

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  • It can feel like your world has been turned upside down
  • It can feel like your world has been turned upside down
  • It can feel like your world has been turned upside down
  • Traditional corporate communication is giving way to a model that Groysberg and Slind call ‘organizational conversation.’ They highlight four steps an organization can take to engage in this new way:Promote two-way dialogue within your organization - What channels are available in to allow ideas to move in multiple directions? How could you create ongoing dialogue where employees share with leaders what life is like in their world? Engage employees in telling the company story - What would it take to encourage, invest in, and promote employee’s ability to share their personal version of the company’s core stories and become true brand advocates?Pursue a clear agenda - What are the overall strategy and the objectives that ground the conversation? How can leaders replace corporate speak with engaging stories that have clear key messages and action statements?
  • Leadership – stories of overcoming something Project – helpful stories, day in the lifeEmployee – showcase success, highlight where employees are embodying the new behavioursCustomer – how will this impact our customers and make their livs better?
  • Managing change and Internal Communications - Internal Comms Forum, Dubai

    1. 1. The role of Internal Communications in Managing Change Emma Murphy Dec 16th, 2013
    2. 2. What is driving change? Global competition Changing workforce mix Regional instability Regulations Business Landscape Brand story and purpose Customer power shift Social media Technology shifts
    3. 3. A competitive edge… Becoming change capable is now a key competitive advantage
    4. 4. Sound familiar? “We should have paid more attention to people resisting” “Next time we will involve more people” “I wish the sponsor had been more supportive” “We should have communicated more frequently” This is what we want to avoid hearing… “We should have spent more time on training” “We should have assessed the people readiness earlier”
    5. 5. What is Change Management? A structured process and set of tools for leading the people side of change from a current to a future state
    6. 6. Why is it important? Fact: 70% of change efforts fail Why? • Lack of active and visible sponsorship • Employee resistance • Management behaviours that do not support the desired change What are the benefits of Change Management? • • • • • • Reduce resistance to change; Build commitment and buy in from stakeholders; Build knowledge and ability amongst impacted stakeholders; Increase the likelihood of projects finishing on time and on budget; Increase competitiveness by building change capability; Ensure the change is sustained.
    7. 7. Change Management Approach • Business Case • Project Scope • Project Plan Change Management Approach Change Management Plan Assess Impact Case for Change Stakeholder Mngt and Engagement Sponsor Roadmap Workforce Alignment Aligned Leadership Teamwork and Collaboration Prepare Managers Conduct training Assess Readiness
    8. 8. Key Partners Corporate Comms Project Mmgt HR Leadership L&D Change Mmgt
    9. 9. Understanding the Change What are the drivers for change? Why is this happening now? What is the scope of the project? What are the key milestones? Who are the key stakeholders? How does this align with the overall strategy? What are the resource requirements?
    10. 10. The Commitment Curve
    11. 11. Stakeholder Engagement Step 1 Identify and group into Tier Stakeholders Step 2 Develop key messages and Comms plans Step 3 Execute, Monitor and Amend Examples of proposed engagement events & communication mediums include: • • • • • • • • • • • Social Media Campaign Awareness Sessions/Kick Off Meetings Competitions (e.g., “What does transformation mean to you?”) Roadshows / Launches Change Knowledge Bytes – small, snippets of information released weekly (the alternative to reading the whole newsletter) to all employees Change Ambassadors program Sector/Function presentations Sponsor & Steering Committee meetings Project Awards Collaboration spaces e.g Yammer Groups Project Intranet site Manager Information Package
    12. 12. Developing Key Messages Why are we changing? • • What are the drivers of change? • Why is this happening now? What are the risks of not changing? What does this mean for you? • How will employees be impacted? • What are the expectations? • What support will you receive? What is changing? Change Vision • What is the scope of the project? • Which depts will be impacted? • What are the timelines involved? What are the benefits? • What are the expected outcomes? • How will this add value both internally and externally?
    13. 13. Key Internal Comms Activities Review Comms strategy and Plan Build a project brand Leadership Alignment Organize events e.g. kick offs, workshops Review Message Content Conduct Comms cascade training Align new behaviours to values and vision Create intranet page/Enterprise Social Groups Monitor and track communications
    14. 14. Leadership Alignment How can leaders connect with their followers during times of change? • Followers are looking for authenticity, significance and community from their leaders. • They want leaders who are visible, available and transparent throughout a change journey. • Followers want to know that the leadership team and employees are in this together so they can feel that what they are doing is important and that their contributions make a difference. • Followers want to know how leaders align their values and behaviours with the organizational values. How can Internal Comms support leaders during change?
    15. 15. Leadership Alignment “The organization’s people become a mirror image of the leader. What do you want your people to be and do?” Debbie Nicol, Business en Motion
    16. 16. Collaboration and Teamwork Collaboration Technology • Intranet • Enterprise Social Networks • Social Media • Virtual Workspaces and groups • Webinars Events • Leadership off sites • Teambuilding sessions • World Café • Design Workshops • Change Champion Events • Awards Ceremonies • Demo Sessions Training • • • • • E-learning Video courses Role play/acting Classroom Invites, teasers and follow ups
    17. 17. The Future of Communications Traditional corporate communication is giving way to a model that Groysberg and Slind call „organizational conversation.‟ They highlight 3 steps an organization can take to engage in this new way: 1. Close the gap between leaders and employees How can we ensure leaders are more direct, open and honest in communications to employees? 2. Promote two way dialogue What channels are available to promote a two way dialogue and allow ideas to move in multiple directions? How can we maintain ongoing dialogue? 3. Engage Employees in telling the company story How can we encourage employees to tell their story and share it with the organization? How can we highlight and reward successes?
    18. 18. The Power of Story Telling • What is the story behind your change project? • How does this link to the overall vision and company story? • Why is storytelling so powerful?
    19. 19. Types of Stories Project Leadership Employee Customer
    20. 20. Finally… • Let‟s help to prepare our organizations for the future; • Global progress and change is not slowing down; • Customers and employees needs are changing; How can we create meaningful communications and interactions to engage employees and sustain change?