Viral Change  TM Changeworks Communications
Viral Change  TM ‘ Designed Informality’
Viral Change TM   <ul><li>Change in organizations only happens when individuals change their behaviour.  </li></ul><ul><li...
When Should Viral Change  TM  be used? <ul><li>When a company has been through a significant period of change, yet  perfor...
Goals/Objectives <ul><li>Engagement with the company vision for success  </li></ul><ul><ul><li>Secure engagement and motiv...
The Viral Change TM  Process <ul><li>Identify Current Situation </li></ul><ul><ul><li>Cultural baseline analysis </li></ul...
Current Culture - Baseline <ul><li>Avoid accountability </li></ul><ul><li>Lack of ownership </li></ul><ul><li>HQ is the pr...
Viral Change TM  Approach <ul><ul><li>Small set of behaviours  </li></ul></ul><ul><ul><li>Spread, imitated, endorsed by a ...
Behaviours Behaviour Belief Response/Actions I collaborate Your success is my success Willing to share advice and experien...
Profile of Champions Profile Element Characteristics Informal influence <ul><li>People watch them and listen to them </li>...
Where to now? <ul><li>From </li></ul><ul><li>Behaviours </li></ul><ul><li>to  </li></ul><ul><li>Action </li></ul>
Spreading Change via Social Networks <ul><li>In the latter part of Viral Change TM  we need to leverage organisation-wide ...
The Frame for Change <ul><li>Behavioural change may needed to be ‘framed’ as part of the quest for  customer centrism </li...
Internal Comms working with Viral Change TM STEALTH APPROACH Viral ChangeTM Present  Future  IMPACT! BIG SPLASH Internal c...
Internal Communication <ul><li>A programme in line with Viral Change  TM  to be developed  </li></ul><ul><li>using storyte...
Viral Communications <ul><li>Peer to peer communication </li></ul><ul><ul><li>Encourage champions to submit a story each m...
The Plan <ul><li>Teaser at Sales Conference </li></ul><ul><li>Mission Impossible </li></ul><ul><ul><li>Secret invitation <...
Our Other Services <ul><li>To support Viral Change TM </li></ul>
Training and Support <ul><li>Resilience/Mental Toughness </li></ul><ul><li>Networking </li></ul><ul><li>Handling conflict ...
Accelerated Business Conversations <ul><li>Two Day Programme </li></ul><ul><li>Learning Outcomes: </li></ul><ul><ul><li>In...
 
 
Train the Trainer <ul><li>Viral Change TM  is designed to be a self-sustaining programme for your organisation , in that w...
About Changeworks <ul><li>How we benefit you </li></ul>
Changeworks Communications <ul><li>Established 2007  </li></ul><ul><li>18 years industry experience in B2B marketing </li>...
What? <ul><li>Communication for Change </li></ul><ul><ul><li>Change perceptions </li></ul></ul><ul><ul><li>Change position...
Who? <ul><li>Sue Tupling </li></ul><ul><ul><li>Scientific, technical and marketing background </li></ul></ul><ul><ul><li>1...
Associates <ul><ul><li>Michelle Renhard </li></ul></ul><ul><ul><ul><li>Many years’ experience in organisational developmen...
Relevant Experience <ul><li>Finning/Caterpillar </li></ul><ul><li>Briggs Equipment </li></ul><ul><li>Cooper SH </li></ul><...
Our Approach Readiness audit > strategy aligned with your business objectives > implementation
Number of people in org Number of links or connections ++ ++ Tail: big no.  Have few Head: small no have lots
Upcoming SlideShare
Loading in …5
×

Viral Change

3,566 views

Published on

Overview of Changeworks' approach to Viral ChangeTM

Published in: Business, Education
  • Be the first to comment

Viral Change

  1. 1. Viral Change TM Changeworks Communications
  2. 2. Viral Change TM ‘ Designed Informality’
  3. 3. Viral Change TM <ul><li>Change in organizations only happens when individuals change their behaviour. </li></ul><ul><li>Viral Change TM is an innovative and highly effective approach to managing change in organisations.  </li></ul><ul><li>A small set of non negotiable behaviours are defined and a process to encourage and spread these behaviours is adopted.  </li></ul><ul><li>These behaviours are imitated, endorsed by a small network of people, and this spreads new ways of doing things, quickly and effectively.  </li></ul><ul><li>Its strength lies in peer to peer networks, supported by dialogue and conversation, to create sustainable cultural changes and spread an internal ‘infection’ of success. </li></ul><ul><li>Viral Change TM is closer to infection of ideas or behaviours than to the traditional rational appeal and cascaded down ‘initiatives of change’ </li></ul>
  4. 4. When Should Viral Change TM be used? <ul><li>When a company has been through a significant period of change, yet performance is not where it could be </li></ul><ul><li>For organisations who want to develop and embody a strong set of values and a strong brand vision and want to r ealise this in beliefs, attitudes and behaviours of employees. </li></ul><ul><li>For organisations which realise they can only become the success that they have the potential to become through employees living the brand and behaving in a way that is consistent with the vision of the company, driven by the values of the organisation. </li></ul><ul><li>Ideally suited for organisations which perhaps have seen a variety of ‘Change Management’ programmes initiated in recent years and yet have seen no real change or progress. </li></ul><ul><li>For organisations which are ready for a strong, action oriented change programme. They are ready for change and the time is right, they are fed up of talking about the need for change and want help to realise real behavioural change. </li></ul>
  5. 5. Goals/Objectives <ul><li>Engagement with the company vision for success </li></ul><ul><ul><li>Secure engagement and motivation of employees with the vision for success, where we are going with the business and how we aim to get there. </li></ul></ul><ul><li>Change Behaviour </li></ul><ul><ul><li>Raise awareness of the need for every individual to change the way they think and act to ensure that people actively demonstrate the right behaviours to ensure that the company realizes its strategy for success. </li></ul></ul><ul><li>Employees as co-creators of success </li></ul><ul><ul><li>Increase collaboration within the organisation and engage the employees in creating ‘how’ and give them responsibility for co-creating and building the sales/service strategy. </li></ul></ul>
  6. 6. The Viral Change TM Process <ul><li>Identify Current Situation </li></ul><ul><ul><li>Cultural baseline analysis </li></ul></ul><ul><ul><li>Writing the script for success </li></ul></ul><ul><li>Agree Scope and set Frame </li></ul><ul><li>Define Champions’ Profiles </li></ul><ul><li>Identify the Behavioural Champions </li></ul><ul><li>Launch vision and behaviours to them </li></ul><ul><li>Clarify Their Role and Expectations </li></ul><ul><li>Give them Resources </li></ul><ul><li>Identify What Might Get in the Way </li></ul><ul><li>Provide Ongoing Support </li></ul>
  7. 7. Current Culture - Baseline <ul><li>Avoid accountability </li></ul><ul><li>Lack of ownership </li></ul><ul><li>HQ is the problem </li></ul><ul><li>Not willing to challenge </li></ul><ul><li>“ Its not my responsibility” </li></ul><ul><li>Inability to listen and empathise with customer </li></ul><ul><li>Sense of giving up </li></ul><ul><li>Too much bureaucracy </li></ul><ul><li>Don’t believe they can make a difference </li></ul>
  8. 8. Viral Change TM Approach <ul><ul><li>Small set of behaviours </li></ul></ul><ul><ul><li>Spread, imitated, endorsed by a small network of people </li></ul></ul><ul><ul><li>Spreads new ways quickly </li></ul></ul><ul><ul><li>Peer to peer </li></ul></ul><ul><ul><li>Sustainable changes </li></ul></ul><ul><ul><li>Create internal ‘infection’ of success </li></ul></ul>Viral change is butterfly change
  9. 9. Behaviours Behaviour Belief Response/Actions I collaborate Your success is my success Willing to share advice and experience to help others succeed I always do what I say I want to over deliver I set realistic expectations even when under pressure I challenge I know there is a better way of doing this I want to do things the best way I am going to ask the question ‘why’ I am hungry for results I trust my instincts I make decisions now I am responsible for resolution I own this problem until the customer releases me from it I make sure the customer is satisfied
  10. 10. Profile of Champions Profile Element Characteristics Informal influence <ul><li>People watch them and listen to them </li></ul><ul><li>They influence others negatively or positively </li></ul>High energy <ul><li>Can do attitude </li></ul><ul><li>Walk and move quickly </li></ul><ul><li>Sense of urgency – gets impatient quickly </li></ul>Independent <ul><li>Independent of thought </li></ul><ul><li>Independent minded </li></ul><ul><li>Think for themselves </li></ul><ul><li>Have their own ideas </li></ul>Positive attitude (to change) <ul><li>I can do this (influence others, change things) </li></ul><ul><li>I can make a difference </li></ul>Has shown evidence of wanting to better themselves <ul><li>Driven to better themselves </li></ul><ul><li>Invested in improving themselves </li></ul><ul><li>Committed to being better </li></ul>
  11. 11. Where to now? <ul><li>From </li></ul><ul><li>Behaviours </li></ul><ul><li>to </li></ul><ul><li>Action </li></ul>
  12. 12. Spreading Change via Social Networks <ul><li>In the latter part of Viral Change TM we need to leverage organisation-wide behavioural change through a network of carefully profiled ‘Activists’ </li></ul><ul><li>During the Viral Change TM process we draw out a set of non-negotiable values and behaviours that employees have created themselves </li></ul><ul><li>Following discussion with the management team we agree a ‘Profile’ of the ideal ‘activist’ and then ‘recruit’ the band of activists that meet this profile and will lead the internal revolution </li></ul>
  13. 13. The Frame for Change <ul><li>Behavioural change may needed to be ‘framed’ as part of the quest for customer centrism </li></ul><ul><ul><li>Change or die </li></ul></ul><ul><li>Sets expectations and boundaries </li></ul><ul><ul><ul><li>Consequences in language, expectations and players </li></ul></ul></ul>Customer centrism
  14. 14. Internal Comms working with Viral Change TM STEALTH APPROACH Viral ChangeTM Present Future IMPACT! BIG SPLASH Internal comms
  15. 15. Internal Communication <ul><li>A programme in line with Viral Change TM to be developed </li></ul><ul><li>using storytelling and viral communication to support the spread of change. </li></ul>Internal Communication Coaching & Mentoring
  16. 16. Viral Communications <ul><li>Peer to peer communication </li></ul><ul><ul><li>Encourage champions to submit a story each month </li></ul></ul><ul><ul><li>Storytelling through Video– share journeys </li></ul></ul><ul><ul><li>Newsletter </li></ul></ul><ul><li>Give them the tools to tell their stories </li></ul><ul><ul><li>Blog, video diaries, audio stories, </li></ul></ul><ul><ul><li>Share their journey so they can influence peers in a natural way </li></ul></ul><ul><li>Support structures in place </li></ul><ul><ul><li>Social media –forums, blog, Yammer etc </li></ul></ul><ul><ul><li>Peer support </li></ul></ul><ul><ul><li>Coaching </li></ul></ul>
  17. 17. The Plan <ul><li>Teaser at Sales Conference </li></ul><ul><li>Mission Impossible </li></ul><ul><ul><li>Secret invitation </li></ul></ul><ul><li>Champions Launch Briefing </li></ul><ul><ul><li>Mandate and authority from Richard </li></ul></ul><ul><ul><li>Introduce competitive element/incentive </li></ul></ul><ul><li>Managers’ Briefing </li></ul><ul><li>Training/Support Session </li></ul><ul><li>Champions Forum #1 </li></ul><ul><li>Champions Forum #2 </li></ul><ul><li>Champions Forum #3 </li></ul><ul><li>Present Ideas to Board Meetings </li></ul><ul><li>Breakfast Briefing with CEO </li></ul>
  18. 18. Our Other Services <ul><li>To support Viral Change TM </li></ul>
  19. 19. Training and Support <ul><li>Resilience/Mental Toughness </li></ul><ul><li>Networking </li></ul><ul><li>Handling conflict and ambiguity </li></ul><ul><li>Connecting Ideas </li></ul><ul><li>Communication skills </li></ul><ul><li>Coaching Skills </li></ul>
  20. 20. Accelerated Business Conversations <ul><li>Two Day Programme </li></ul><ul><li>Learning Outcomes: </li></ul><ul><ul><li>Influence self and others for the ideal outcome </li></ul></ul><ul><ul><li>Move teams and individuals towards the desired state of motivation and inspiration. </li></ul></ul><ul><ul><li>Move conversations forward by challenging conclusions and sharing thinking effectively. </li></ul></ul><ul><ul><li>Have a clear grasp of the tools and techniques that will allow you to communicate with clarity, ease and effectiveness to seamlessly move people through change. </li></ul></ul><ul><ul><li>Facilitate empowered business dialogue to tap into the cumulative best thinking of your top talent and increase collective wisdom of the organisation </li></ul></ul><ul><ul><li>To use language to motivate, and influence and use questions to open up dialogue and reasoning </li></ul></ul><ul><ul><li>Inquire into others’ points of view and focus on fact rather than conclusions to reach mutually beneficial outcomes </li></ul></ul><ul><ul><li>Manage your state in highly effective way to stay open, curious and reasoned even in the midst of challenge and conflict </li></ul></ul><ul><ul><li>Identify the blocks to change and how to overcome these </li></ul></ul><ul><ul><li>Have an understanding of how to rally change in organisations in a powerful way using a Viral Change approach </li></ul></ul><ul><ul><li>Understand how to use limited resources to achieve change </li></ul></ul>
  21. 23. Train the Trainer <ul><li>Viral Change TM is designed to be a self-sustaining programme for your organisation , in that we can act as facilitators whilst you need us, but sooner rather than later you are able to run with it without our help. </li></ul><ul><li>To help realise this we run a 2 to 3 day programme bespoke for your organisation to train internal facilitators and deliverers. </li></ul><ul><li>This can cover (examples only): </li></ul><ul><li>Effective presentation skills </li></ul><ul><li>State management of self and others, building rapport </li></ul><ul><li>Building sensory acuity to tap into group state and manage it </li></ul><ul><li>Managing content and managing delegates </li></ul><ul><li>Building and managing positive (learning) relationships </li></ul><ul><li>Managing yourself and motivating others </li></ul><ul><li>Helping learners to access information in a variety of ways </li></ul><ul><li>Influencing through understanding, using questioning and listening skills </li></ul><ul><li>Facilitation skills and managing activities </li></ul><ul><li>Introduction to accelerated learning. </li></ul>
  22. 24. About Changeworks <ul><li>How we benefit you </li></ul>
  23. 25. Changeworks Communications <ul><li>Established 2007 </li></ul><ul><li>18 years industry experience in B2B marketing </li></ul><ul><li>Chartered Marketer and Chartered PR </li></ul><ul><li>Smart, creative and media savvy </li></ul><ul><li>Low cost base and superb value for money </li></ul><ul><li>Quality processes and systems – PRCA and CIM charter </li></ul><ul><li>Employees – 3-4, plus a network of associates </li></ul>
  24. 26. What? <ul><li>Communication for Change </li></ul><ul><ul><li>Change perceptions </li></ul></ul><ul><ul><li>Change positioning </li></ul></ul><ul><ul><li>Change attitudes </li></ul></ul><ul><ul><li>Change behaviour </li></ul></ul><ul><ul><li>Change success </li></ul></ul>
  25. 27. Who? <ul><li>Sue Tupling </li></ul><ul><ul><li>Scientific, technical and marketing background </li></ul></ul><ul><ul><li>18 years in marketing, senior level experience </li></ul></ul><ul><li>Master Practitioner of Neuro Linguistic Programming (over 80 days NLP training) </li></ul><ul><li>Accredited executive coach (Academy of Executive Coaching) </li></ul><ul><li>Certified trainer of business-focused NLP (ANLP) </li></ul><ul><li>NLP Certificate in Teaching Excellence (Society of NLP) </li></ul><ul><li>ILM Leadership Award Level 5 </li></ul><ul><li>MSc and BSc (Hons) - Aston University and University of Aberdeen </li></ul><ul><li>CIM Professional Postgraduate Diploma in Marketing </li></ul><ul><li>E Marketing Award (CIM) </li></ul><ul><li>Chartered Marketer </li></ul><ul><li>Full member of CIM and CIPR </li></ul><ul><li>Tiffany Clowes </li></ul><ul><ul><li>graduate from the University of Winchester with 2 .1 BA Honours Degree in Film and American Culture. </li></ul></ul><ul><ul><li>worked at London's BBC Television Centre which gave her professional insights into the industry. </li></ul></ul><ul><ul><li>lived in the USA for six months after being chosen to take part in an American Exchange Programme. </li></ul></ul><ul><li>Martin Farrow </li></ul><ul><ul><li>20 years experience in journalism and PR </li></ul></ul><ul><ul><li>worked for a number of local and regional newspapers as well as both private and public sector organisations. </li></ul></ul><ul><li>Leila Maia </li></ul><ul><ul><li>Graduate in marketing and psychology from Keele University, first class honours </li></ul></ul><ul><ul><li>Dissertation on memory and brand </li></ul></ul><ul><ul><li>Experience in marketing research </li></ul></ul>
  26. 28. Associates <ul><ul><li>Michelle Renhard </li></ul></ul><ul><ul><ul><li>Many years’ experience in organisational development/HR and business training. Chartered Member of the CIPD, Certified trainer of NLP, Approved trainer of Management and Leadership, Master Practitioner of NLP. Michelle’s clients include many blue chip organisations. Also trained in OPQ psychological profiling </li></ul></ul></ul><ul><ul><li>Glenn Devey </li></ul></ul><ul><ul><ul><li>Certified trainer of business-focused NLP (ANLP), Approved trainer of Management, Leadership and Coaching (ILM), Master Practitioner of NLP, Hypnosis and Timeline Therapy ™ (ANLP, ABNLP), Management Coach and Leadership Mentor at Level 7 (ILM). Glenn’s clients include: Argos; Homebase; Bosch; Historic Royal Palaces, West Midlands Police </li></ul></ul></ul>
  27. 29. Relevant Experience <ul><li>Finning/Caterpillar </li></ul><ul><li>Briggs Equipment </li></ul><ul><li>Cooper SH </li></ul><ul><li>SMV </li></ul><ul><li>Malcolm Group </li></ul><ul><li>Power Panels Electrical Systems </li></ul><ul><li>Brandauer </li></ul><ul><li>Hoppecke Batteries </li></ul><ul><li>The Valuation Tribunal Service </li></ul><ul><li>Semta ( the Sector Skills Council for science, engineering and manufacturing technologies) </li></ul><ul><li>The National Skills Academy for Manufacturing </li></ul><ul><li>Other experience, charitable and pro-bono work: </li></ul><ul><li>International Stress Management Association </li></ul><ul><li>Chartered Institute of Marketing </li></ul><ul><li>Chartered Institute of Public Relations </li></ul><ul><li>The Coaching Foundation </li></ul><ul><li>Industrial Tyre Association </li></ul><ul><li>Staffordshire Wildlife Trust </li></ul>
  28. 30. Our Approach Readiness audit > strategy aligned with your business objectives > implementation
  29. 31. Number of people in org Number of links or connections ++ ++ Tail: big no. Have few Head: small no have lots

×