John jamison - Case Studies (2010)

Case Studies
John Jamison

John Jamison | Case Studies
johnmjamison@yahoo.com | linkedin.com/in/johnmjamison | +86-13724805100 Page 1

Introduction
About Me
I've lived and worked in China since 1996. In 2002, I helped to found the Guangzhou
based communication consultancy Oasis Communication Solutions. Since then I've
consulted on and managed the corporate and internal communication activities for
companies ranging from international corporate giants, to local family owned
manufacturers, to international non-profit organizations. I'm currently living in Beijing
as an independent communication consultant

About the Case Studies
All of the case studies included here are projects that I've led or taken part in during
my experience as a communication consultant in China and Hong Kong. Some were
conducted as part of an employer's consulting team like Mercer and Oasis
Communication Solutions, and others were conducted as an independent consultant.


My Expertise:
Corporate Communication


My Expertise:
Internal Communication


My Expertise:
Event Management


My Expertise:
Thought Leadership


Case Study 1 - Internal Communication
Improving front-line performance and employee engagement
Situation
An ongoing Mercer client, one of the world's largest and most well known logistics companies, was onboarding a new manager for the APAC region (including 12
countries and 9 languages) of its well respected Internal Communication department. In recent years, the management had found levels of front-line employee
performance and engagement dropping and they were hopeful that reinvigorating their internal communication would help to turn around the negative trend. Top
management had high expectations for the new manager and his department but vague targets. Everyone knew that something had to happen, but nobody was quite
sure what it was that should happen exactly.

Actions
As part of the Mercer Communication team, I was brought in to work with the new manager and his team for a series of strategy planning workshops and a regional
employee survey. In the initial planning, through a series of exercises and tools, we uncovered that the key strategic goals that the client's new team would have to
deliver on included:
» Transitioning to a shared service center model
» Consolidating fragmented regional communication channels
» Enhancing top management message planning and employee branding communication
To refine these targets and to strengthen the plan's internal buy-in, I designed and conducted a regional qualitative employee communication satisfaction survey
focusing on the company's communication channels and key messaging.

Results
The results of the survey reinforced many of the hypotheses that we had made about the communication department' direction and also uncovered some new
concerns that would be important to address. Armed with the survey results and our strategy planning, we and the client designed a 2 year strategic plan for the
department that would move them towards achieving their key strategic goals. The client has been putting these changes into effect with ongoing guidance from Mercer
and measurements of front-line employees are looking positive so far.

Communication Tools
» Strategic Communication Planning » Employee Surveys » Channel Management
» Organizational Change » Qualitative Research » Project Management
» Employee Branding » Corporate Messaging » Vendor Management


Case Study 2 - M&A Communication
Integrating organizational cultures during an acquisition
Situation
A recently booming world leader in electronics components had just announced that it planned to acquire a foreign competitor. Although the deal made great sense for
the local acquiring company on paper, there was concern about gracefully transitioning the employees from the acquired company into their roles in the new parent
company. The acquired company had been much smaller and less formal than the acquiring company and had a strong track-record of innovation. But this capability
sprung from a sense of individual empowerment that wasn't present in the acquiring company (“not everyone can be a rock-star in this company”). In short, much of
what the acquiring company was buying was the culture of its acquired company, but an indelicate integration could shatter that culture and lead to eventual mass
walk-outs and loss of deal value.

Actions
I was brought in as an independent consultant because of my background in cultural integration and my research into inter-cultural and organizational communication.
After consultation with the local acquiring company's senior management, we agreed to taking several important steps before the day that the workforces merged:
» Perform of organizational culture surveys on both the acquired and acquiring companies
» Conduct executive interviews to assess key behaviors for future performance in their industry
» Examine the gaps in the organizational cultures with senior management to target potential cultural clashes and to inform the integration plan.

Results
Through my assessment, management had a quantifiable picture of where their organizations differed culturally, and which behaviors would either need tweaking or
entrenchment. Senior management confirmed their plan to house the acquired company at a separate location, and decided to extend certain aspects of their
organizational independence so as to allow them to retain more of the positive aspects of their organizational culture. But integration was still important, and the client
also decided to develop a set of corporate identity documents targeted at emphasizing the specific characteristics that defined the parent company's culture and which
were not at odds with the acquired company's core capabilities. The resulting collateral, including an adapted intranet portal, executive messaging and benefits
communication, have so far helped create a dynamic third culture in the acquired company, and is expected to continue to maximize retention of key talent.

Communication Tools
» Organizational Culture » Executive Interviews
» M&A Activity » Consulting to Senior Management
» Employee Surveys


Case Study 3 - Change Management
Retaining key staff during a major organizational change
Situation
One of the world's largest toy companies was relocating several of its core business functions from the Philippines to Mainland China. This radical restructuring of its
regional operations would entail:
» the termination of several hundred employees
» the relocation of over two hundred employees
» the local staffing of its new operations
In all, this relocation would lead to a major change in the corporation's regional cultural dynamics which could potentially lead to disastrous problems in retention,
information transfer and team dynamics.

Actions
I was brought in to advise Mercer's Communication team on the development and delivery of a series of organizational and national culture development activities
including staff and management training and senior management coaching. In the end, we helped them to mitigate their potential risks by delivered a set of programs
that included:
» Vision refinement sessions for the senior leadership team
» Development and planning for the strategic communication messages during the transition
» A series of employee training seminars on national culture created in partnership with Trompenaars Hampden-Turner Consulting

Results
Through our planning and workshopping with leaders, the organization's key messages were kept at the front of the transition, and focus was maintained on developing
a positive corporate culture rather than being dominated by potentially distracting national differences. When the time came for the transition, existing staff reported
feeling well prepared and energized for the change. New local staff also reported feeling better prepared for working with their overseas colleagues. In addition,
turnover during the change was kept under their target and work functions carried on seamlessly.

Communication Tools
» Cultural Integration » Manager Coaching
» Change Management » Communication Training
» Communicating for Attraction and Retention


Case Study 4 - MarComms
Equipping a Chinese manufacturer to enter the international market
Situation
A Chinese giant in light-bulb outsourced manufacturing was preparing for an upcoming change in government regulations that had been restricting them from selling
directly to overseas customers. Since up until that time they had always been forced to work through trading companies, they didn't have any of their own marketing
collateral. The manufacturer hired Oasis Communication Solutions to get them ready to go to market with their products.

Actions
When I took on this project, my team and I first worked with the client to more fully articulate their marketing strategy and to plan the sorts of collateral that they would
and wouldn't need to reach those customers. We also performed a competitor analysis to give them insights into how international light-bulb companies were
presenting themselves to customers. After our planning, we quickly went to work on designing a unified corporate identity complete with a new logo and style
guidelines. We also wrote and designed (mostly from scratch) their English print catalogs, brochures and identity materials (business cards, letterhead, etc.). After our
contract was completed, I also spent time with the client familiarizing them with the style guidelines and helping them to hire a full-time English speaker to manage
customer inquiries.

Results
The light-bulb manufacturer was ready to go to market by the date that the revised government regulations took effect. Through their new branding they were able to
present a consistent and positive face to customers that built on their experience as a leading outsourced producer. Their marketing collateral also gained traction,
particularly in the South American and African markets where their professional style and clear messaging set them apart from other Chinese manufacturers seeking to
exploit the same regulations. They have continued gaining value from their very successful corporate identity, using it shortly after to create their corporate website and
have even launched their own line of branded light-bulbs.

Communication Tools
» Go-To-Market Strategy Design » Copy Writing » Project Management
» Corporate Branding » Technical Writing » Vendor Management
» Graphic Design
» Translation


Consulting Achievements Overview
» Change Management: Driving employee engagement of regional and local HR and organizational change initiatives. Working closely with
senior managers to design the change initiative, change coalition, vision and action plan.
» M&A Cultural Integration: Consulted to companies from financial services, manufacturing, consumer goods, and trade sectors on
integrating post transaction staff. Processes included cultural audits, gap analysis, executive interviews, channel design, and corporate
messaging.
» Employer Branding: Developed to drive strategic corporate behaviors including brand strategy, core messaging and manager resources
and managing branded communication channels.
» Employee Research:
Engagement
Internal Marketing and Messaging
Communication Satisfaction
Organizational Culture
Leadership
Management and Team Practices
» Brand Strategy: Produced guidelines and branded collateral (web and print identity) for clients of Oasis Communication Solutions.
Developed in-house branding and guidelines for The British Chamber of Commerce Guangdong and Oasis Communication Solutions
and GIVES.
» Channel Management: Internal communication channel assessment and planning based on communication satisfaction surveys.
» Collateral Development: Planned and designed corporate identity, corporate communication, websites, brochures, catalogs, magazines,
advertisements and outdoor displays. Working clients of Oasis Communication Solutions and Mercer and in-house for The British
Chamber of Commerce Guangdong and GIVES.
» Executive Coaching: Delivered around crisis and change communication.
» Employee Training: Presentation skills, proposal writing, intercultural communication, and team dynamics.
» CSR Reporting: Used GRI Guidelines to develop reporting strategy for a major apparel brand.
» Corporate Philanthropy: Planned corporate sponsored charitable projects and events with partners including the Guangdong
Handicapped Federation, Handa, Habitat for Humanity and numerous orphanages, hospitals, and educational institutions.


Thank You
Please contact me any time to have a chat.

- John Jamison


John jamison - Case Studies (2010)

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