Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
klavs.valskov@ge.com | @KlavsValskov
Internal Communications –
anchored in Maersk Line case
Klavs.valskov@ge.com | @KlavsV...
klavs.valskov@ge.com | @KlavsValskov
What I hope you will leave with today
Some understanding of the role
of Internal Comm...
klavs.valskov@ge.com | @KlavsValskov
Quick background
klavs.valskov@ge.com | @KlavsValskov
INEFFECTIVE
&
BUREAUCRATIC
ORGANISATION
WHAT WE SELL
IS NOT WHAT
CUSTOMERS
WANT
COST ...
klavs.valskov@ge.com | @KlavsValskov
● For the first time in history the organisation had gone
though a massive redundancy...
klavs.valskov@ge.com | @KlavsValskov
The change curve for communications
Anger & frustration
Listening, allowing venting,
...
klavs.valskov@ge.com | @KlavsValskov
klavs.valskov@ge.com | @KlavsValskov
klavs.valskov@ge.com | @KlavsValskov
Which communication engages
people in change
Leadership (‘Personal Voice’)
• What lea...
klavs.valskov@ge.com | @KlavsValskov
If you can do only one thing – then get
leadership communication right
great line man...
klavs.valskov@ge.com | @KlavsValskov
klavs.valskov@ge.com | @KlavsValskov
klavs.valskov@ge.com | @KlavsValskov
PURPOSE OF THIS TEMPLATE
Communicate and discuss the 22 June 2009 CB CEO message with...
klavs.valskov@ge.com | @KlavsValskov
Audience profiling
 Demographics
 History
 Attitudes
 How to reach them
klavs.valskov@ge.com | @KlavsValskov
Email
Intranet/newsletter articles
Notice Boards / Bulletins
Project teams
Training /...
klavs.valskov@ge.com | @KlavsValskov
Clearer simpler quicker –
crowd sourced employee award programme
klavs.valskov@ge.com | @KlavsValskov
klavs.valskov@ge.com | @KlavsValskov
Outline of main events
2008 2009 2010 2011 2012
● Change programme
launched
● Massive...
klavs.valskov@ge.com | @KlavsValskov
The manifesto, an industry challenge
Changing the way we think about shipping
 What ...
klavs.valskov@ge.com | @KlavsValskov
Communicating
uniqueness
Desired
market
position
Building
brand culture
Clear brand
u...
klavs.valskov@ge.com | @KlavsValskov
Build your efforts evidence
Example of measurable scorecard
Value drivers Communicati...
klavs.valskov@ge.com | @KlavsValskov
Thank you
Upcoming SlideShare
Loading in …5
×

Klavs Valskov: Verdensledende internkommunikasjon i Maersk

633 views

Published on

Klavs Valskov er tidligere kommunikasjonsdirektør i Maersk, et globalt shippingselskap med utspring i Danmark. I 2008 måtte selskapet nedbemanne, kundene var misfornøyde og de tapte penger. Omstilling var nødvendig og det måtte skje raskt. Klavs var ansvarlig for å kommunisere hvordan. I løpet av ett år tjente firmaet penger igjen og budsjettet og menneskene som jobbet med kommunikasjon var doblet. Hva gjorde Klavs og hans kolleger rett?

Published in: Leadership & Management
  • Be the first to comment

Klavs Valskov: Verdensledende internkommunikasjon i Maersk

  1. 1. klavs.valskov@ge.com | @KlavsValskov Internal Communications – anchored in Maersk Line case Klavs.valskov@ge.com | @KlavsValskov | +44 7557 01 4466 October 2015
  2. 2. klavs.valskov@ge.com | @KlavsValskov What I hope you will leave with today Some understanding of the role of Internal Communications and how it can create value MAERSK LINE QUICK FACTS • World’s largest container shipping company • $27m net revenue • 25,000 global employees • 6,000 line managers
  3. 3. klavs.valskov@ge.com | @KlavsValskov Quick background
  4. 4. klavs.valskov@ge.com | @KlavsValskov INEFFECTIVE & BUREAUCRATIC ORGANISATION WHAT WE SELL IS NOT WHAT CUSTOMERS WANT COST ABOVE COMPETITION TOO LOW PROFITS DECLINING MARKET SHARE
  5. 5. klavs.valskov@ge.com | @KlavsValskov ● For the first time in history the organisation had gone though a massive redundancy programme ● 3,000+ colleagues had just left in first of many cuts, we went from 33,000 to 25,000 in 3 years ● Everyone was still finding their feet ● 7 global change projects launched ● The end goal for streamLINE, the vision for Maersk Line was not crystal clear ● The projects would be at different places at different times ● Employees in 125 countries would have access to different information at different stages The situation
  6. 6. klavs.valskov@ge.com | @KlavsValskov The change curve for communications Anger & frustration Listening, allowing venting, fixing the small things Shock & denial Information, explanations, clarification, repetition Depression Setting short term goals, signposting the route, role-modelling, persevering Dialogue & bargaining Facilitating, involving, training Acceptance Celebrating success, empowering PROVIDE INFORMATION PROVIDE INFORMATION
  7. 7. klavs.valskov@ge.com | @KlavsValskov
  8. 8. klavs.valskov@ge.com | @KlavsValskov
  9. 9. klavs.valskov@ge.com | @KlavsValskov Which communication engages people in change Leadership (‘Personal Voice’) • What leaders do • What leaders ask • What leaders say • Who/what they recognise • What decisions they make Formal media (‘Official’ products) • Intranet • Newsletters • Town hall meetings • Financial statements Infrastructure (The ‘Institutional Voice’) • Rewards programs • Company Systems • Company processes • Company policies • Quotas • Hiring criteria Source: Towers Perrin and Arceil Leadership Communications Composed of averages based on 25 years of employee surveys across thousands of organisations Out of all channels, what leaders say and do accounts for nearly two-thirds of the communication that influences and engages employees in change 62% 6% 32%
  10. 10. klavs.valskov@ge.com | @KlavsValskov If you can do only one thing – then get leadership communication right great line manager communication boils down to a few basics do they know it’s their job? are they trained? who’s talking to them? have they got the right tools? is anyone listening? have they been told to do it? - in general - on specific topics they can’t add value if it is dumped on them without briefing does it make sense? do they get materials that actually work with their teams ? who cares if they don’t do it or gather feedback?
  11. 11. klavs.valskov@ge.com | @KlavsValskov
  12. 12. klavs.valskov@ge.com | @KlavsValskov
  13. 13. klavs.valskov@ge.com | @KlavsValskov PURPOSE OF THIS TEMPLATE Communicate and discuss the 22 June 2009 CB CEO message with your team TOPIC OF THE CEO MESSAGE The importance of improving yield through rates, surcharges and cargo mix KEY MESSAGES (The most important points to remember) We must continue with our focus areas: ● Get the rates up ● Get our costs down ● Keep the market position ● Stay close to our customers HIGHLIGHTS (How you might want to phrase your presentation) In his latest message CB CEO Eivind Kolding emphasises the need for a sustained effort on increasing the rates. He says it’s imperative that we focus on increasing the rates where possible, improving our demurrage & detention collections, collecting local charges and, in all possible ways, improve yield. He stands firm on maintaining our market position. We have delivered great results with streamLINE so far: bunker consumption has been reduced by almost 20%, unit cost in general has been lowered by 7% and we have managed to slim down the organisation to around 17,500 employees. Unfortunately, all this solid progress cannot mitigate the drop in volumes and rates that we have been experiencing. Therefore, strong focus on improving yield and rates is necessary. DISCUSSION POINTS (What you should discuss with your function) Follow-up questions: Was this message clear to you? Do you see the link between this message and the streamLINE strategy? Action planning question: How and where can we increase rates without jeopardising our market position? Action planning question: We can justify to take a little risk with some of our customers to get the rates up. Does anyone have ideas where we can try? Information gathering question: Do we have good examples from our Cluster that other Clusters can learn from? If yes, we need to share it [please send examples to pjl006@maersk.com]
  14. 14. klavs.valskov@ge.com | @KlavsValskov Audience profiling  Demographics  History  Attitudes  How to reach them
  15. 15. klavs.valskov@ge.com | @KlavsValskov Email Intranet/newsletter articles Notice Boards / Bulletins Project teams Training / Workshops Skip-level meetings Conferences / Town Hall Team briefings / Face2Face Self-managing teams Discussion groups Interactive Q&As Road shows Interactive media (e.g., movies) Video Broadcast Project briefs TACTICS / TOOLS Examples Audience engagement level and tactics triangle AWARENESS ACCEPTANCE COMMITMENT UNDERSTANDING What do you want from your audience?
  16. 16. klavs.valskov@ge.com | @KlavsValskov Clearer simpler quicker – crowd sourced employee award programme
  17. 17. klavs.valskov@ge.com | @KlavsValskov
  18. 18. klavs.valskov@ge.com | @KlavsValskov Outline of main events 2008 2009 2010 2011 2012 ● Change programme launched ● Massive headcount reductions ● Focus on creating line of sight ● Projects starts delivering ● Losing USD 10m a day ● Targeted internal comms ● Record result ● Cost down, less inefficiencies ● Massive celebration + new vision ● Taking the strategy externally ● Influencing the market ● Innovative and ground breaking PR campaigns ● Delivering on market promises ● Positioned as market leader ● Launching next step…
  19. 19. klavs.valskov@ge.com | @KlavsValskov The manifesto, an industry challenge Changing the way we think about shipping  What if we could guarantee that cargo would be on time, every time?  What if placing a shipping order was as easy as buying an airline ticket?  What if the shipping industry was known for beating environmental expectations – not struggling to meet them? THE MANIFESTO 5,000 Editorial articles in 50+ countries 2,000 Social media posts 70,000 Hits on campaign site 12,000 Votes in the 7 polls on the site 300 Comments in the forums THE INTEREST
  20. 20. klavs.valskov@ge.com | @KlavsValskov Communicating uniqueness Desired market position Building brand culture Clear brand understanding Product definition Change programme Evaluation of position Vision Mission Internal culture External positioning
  21. 21. klavs.valskov@ge.com | @KlavsValskov Build your efforts evidence Example of measurable scorecard Value drivers Communication objectives KPI Weight Min Target Max Status 1 Internal understanding and support of strategic direction Clarity on strategic direction Employee Engagement Survey communication related questions * 15% 4.04 4.07 4.10 Ensure successful global strategy roll-out including embedding the cultural amplifiers Communication Pulse survey I understand how I contribute to delivering the strategy 15% 75% 80% 85% 2 Customer satisfaction Enhance customers’ perception and understanding of Maersk Line product and brand Net Process Score 10% -10 -5 -2 3 Build brand equity Leverage Maersk Line brand portfolio Brand value 20% USD 450m (18%) Like end 2012: USD 540m (20%) USD 650m (22%) 4 Reduce industry volatility Build ML influence to clearly communicate intentions Klout-score (online influence) 10% 75 (today) 80 85 (similar to GE) Managing capacity message 10% Subjective evaluation 5 Access to information Build, manage and improve internal and external communication infrastucture to support obj #1-4 internet readership internet dwell time MaerskLine.com visitors (…more) 20% 2% improvement 5% improvement 8% improvement
  22. 22. klavs.valskov@ge.com | @KlavsValskov Thank you

×