Build your change story in 3 steps : 1. The case for change 2. The path ahead 3. The individual impact

1. Manufacturing Excellence
Building & Communicating
the Change Story

2. 2
Useful set of questions to build
your change story
The case for
change
▪ Where are we now?
▪ Why do we need to change?
▪ What is our target?
▪ What does success look like?
The path ahead
▪ How are we going to achieve success?
▪ What are the plan and the next steps in the process?
▪ What are our strengths to achieve this change?
The individual
impact
▪ What do I expect from you?
▪ What can you expect from me?
▪ What will be your benefit? ("What's in ME for me?")
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Change Story Workshop

3. 3
Change Story in a snapshot
Change Story Workshop

4. 4
9 tips for great storytelling
Tips What it means in practice
Convey your own personal energy, excitement,
and conviction
▪ Use phrases like: “I feel…”, “I’m doing this because…”, “I
want to go for this…”, “I know we can do this”
Tell stories to make it real to people… ▪ Tell stories that mean something to you as well as to your
audience
…but don’t leave out the high level context ▪ For example, use the global perspective to really raise
people’s ambitions about the scale of the opportunity
Be honest ▪ When you don’t know something, tell people that you don’t
know, and when they can expect to hear more
Be clear on your rationale for change, and build it
into your story
▪ Be clear on whether you are arguing we have to change
(burning platform) versus we are changing because we can
(shining beacon). The second alone is probably not
compelling
Be clear on what we are changing toward – what
will be different…
▪ Try and get really specific – what will be different in your
audience’s day-to-day lives?
…while acknowledging the strengths and
achievements of the past
▪ For example, talk about how company values like integrity are
not going to change
Use rhetorical techniques to the extent you can
build them into your own style
▪ For example, “I believe we can do this, I believe we have the
skills to do this, I believe we need to do this”
Use simple language, relevant to your audience ▪ For example, translate terms like: “shareholder value” into
what they actually experience and deliver
Change Story Workshop

5. 5
Workshop 1 – The case for change
▪ Why do we need to change?
▪ Where are we now?
▪ What is our target?
▪ What does success look like?
(criteria of success)
Change Story Workshop
Gap

6. 6
• Revisit GBU Strategy & Site roadmap
• Take into account Corporate Guidelines (HSE, Sustainable
Development, …)
• Take into account Site Challenges (Local Authorities, Pyramid of
ages, …)
• Involve all relevant stakeholders
• Set SMART targets in line with GBU Strategy
Workshop 1 - Recommendations
Change Story Workshop

7. 7
Workshop 2 – The path ahead
▪ How are we going to achieve
success?
▪ What are our strengths to
achieve this change?
▪ What are the plan and the next
steps in the process?
Today 2020Q1
2018
Change Story Workshop

8. 8
Workshop 2 - Recommendations
• Assess your strengths according the 5 deliverables of ME:
Change Story Workshop
• Revisit your site roadmap to elaborate the timeline (3-5 year plan &
next steps)

9. 9
Workshop 3 – The individual impact
▪ What do I expect from you?
▪ What can you expect from me?
▪ What will be your benefit?
("What's in ME for me?")
Change Story Workshop

10. 10
Workshop 4 – Phrase your change story
▪ A simple, concise statement:
– 5 W & H
▪ Include your SMART targets
(criteria of success)
Change Story Workshop
ØWhy
ØWhere?
ØWhat?
ØWho?
ØWhen?
ØHow?

11. 11
Workshop 4 – Phrase your change story
Change Story Workshop

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Workshop 4 – Recommendations
Change Story Workshop
• Change story statement:
- Be specific
- Detail adequately
- Clarify the scope and timeline
- Clarify consistency in Industrial Excellence (HSE, Quality, …)
- Clarify the impact
• Validate your change story with GBU (Industrial Director)

13. 13
5 recommendations for an effective change communication
Meaning ▪ Reflects 5 Sources of Meaning that motivate
employees: for me, for my team, for our
clients, for our company, for the society
Adapted to
different
employee group
▪ Resonates across the organization to
employees in different roles and departments
Communication
channels
▪ Leverages various communication platforms to
ensure communications are received and
message remains top of mind for employees
Integrated ▪ Ensures transformation is integrated with
other initiatives and connected to the
strategic priorities
Adapted over
time
▪ Ensures transformation remains relevant over
time by continuously updating the message
while keeping the overall story consistent
Change Story Workshop

14. 14
Colleagues at all levels are in charge of cascading
the change story
GBU
leaders
Site leadership
Front line managers
Front line operators
Set out the overall case for
action
Tell all functions what this
means for the site and them
Relate the site objectives to the
individual working teams and
lines
Reinforce key messages
to each other
Audience Role
Change Story Workshop

15. 15
Get people on board, embracing the change
Change Story Workshop