1) According to John Kotter, traditional organizational hierarchies are not well-suited for environments where constant change is the norm. He argues that organizations need both a hierarchy to manage daily operations as well as a parallel, network-like system to drive strategic change and agility. 2) Kotter proposes eight "accelerators" that organizations can use to build a dual operating system, including creating a sense of urgency, forming a guiding coalition, developing a strategic vision, and removing barriers to action. 3) The document describes a case study of how consulting firm BB&A helped Kimberly-Clark Europe engage employees in bringing their new strategic ambition to life through a three-phase change process of co-

1. ‘Accelerate change’
Some thoughts from BB&A
2015
© BB&A 2015

2. 2
According to John Kotter…
“The traditional organizational hierarchy has evolved to meet the daily demands
of running an enterprise, but this system simply is not built for an environment
where change has become the norm… “
Why some businesses struggle…
John Kotter is an author and American professor. http://www.kotterinternational.com/

3. 3
The evolution of an organisation
All organizations begin like this ... And evolve into this ...
• network-like structure
• founders are at the centre
• people working on different initiatives
• people seeking opportunities and taking risks,
• people guided by a vision that people buy into.
• energized individuals that move quickly and with agility
• structured as a hierarchy
• driven by well-known managerial processes: planning,
budgeting, job defining, staffing, measuring, and
problem solving
• a well-structured hierarchy
• managerial processes that are driven with skill
• producing reliable results
John Kotter is an author and American professor. http://www.kotterinternational.com/

4. 4
The evolution of an organisation
… and ultimately become constrained by the
hierarchy

5. 5
The evolution of an organisation
• focus on management rules and procedures,
• silo thinking
• pressures to make quarterly numbers
• complacency or insufficient buy-in
• limited number of go-to change leaders
• the management-driven hierarchy alone is no
longer up to the task of winning in this faster-
moving world
• communication across silos slows project progress
• short-term crises distract from long-term strategies
• risky new ideas are discouraged for fear of the
career impact of potential failure
• pervading sense of smugness can result from
continued success (Microsoft, Blackberry).

6. 6
The dual operating system
ADD SLIDE ABOUT
PARALLELL SYSTEM

7. 7
The dual operating system
Kotter observes that the solution is a network-like
system built for agility and speed existing along-side a
mature organization's hierarchy that focuses on getting
today's business out the door.
It makes an enterprise easier to run while accelerating
strategic change.
This is not a question of "either/or". It's "both/and" - two
systems that operate in concert.

8. 8
Potential solution according to Kotter – the eight accelerators

9. 9
Potential solution according to Kotter – the eight accelerators
1. Create a sense of urgency around a Big Opportunity. Urgency gets
people thinking about how they might be able to help you pursue a Big
Opportunity
2. Build and evolve a guiding coalition. This group of people from all silos
and levels feels the urgency deeply, and they are ready to take on strategic
challenges, deal with hyper-competitiveness, and achieve the Big
Opportunity. They have the drive, the intellectual and emotional commitment,
the connections, the skills, and the information
3. Form a change vision and strategic initiatives. The initiatives the
nascent network side attacks first will be those that these individuals are
very passionate about, that the organization's executive committee
agrees make sense to work on, and that the hierarchical side lacks the
ability to address well or fast enough.
4. Enlist a volunteer army. The guiding coalition, and others who wish to
help, communicate information about the change vision and the strategic
initiatives to the organization in ways that lead large numbers of people to
buy in. Done well, this process results in many people wanting to help.
5. Enable action by removing barriers. People act in the spirit of an agile and swift
start-up to identify and remove barriers that slow or stop strategically important
activity.
6. Generate (and celebrate) short-term wins. All wins, both big
and very small are celebrated. That celebration gives credibility to
the new structure, which in turn promotes more and more
cooperation.
7. Sustain acceleration. With relentless energy focused forward
on new opportunities and challenges, we find a motor which helps
all the Accelerators keep going.
8. Institute change. Wins are institutionalized, infusing the changes into the culture
of the organization. After a few years, this action drives the whole dual operating
system into an organization's DNA.

10. A little bit about us…
© BB&A 2015
10

11. Who we are…
A multi-award-winning agency with many
years’ experience in Learning &
Development, Change Management,
Employee Engagement and Internal
Communications.
We are committed to helping organisations
improve business performance through their
people and we have been doing it successfully
for over 18 years.
A track record of global success
Delivering success for clients across the
globe
From workshops…
… to organisational transformation
A proven track record in:
- Change management
- Strategic communication
- Employee Engagement
- Learning and development
11
© BB&A 2015

12. 12
A decision made in the boardroom means
nothing if it's not owned and delivered by
the people in the organisation.
What we believe…
© BB&A 2013© BB&A 2014© BB&A 2015

13. 13
© BB&A 2013
We enable businesses to
transform by involving their
people and help change their
mind-sets.
This means engaging people in the key transformation objectives and
asking them what they can do and how they can help deliver them to
make the transformation a success.
What we do…
© BB&A 2015

14. 14
Incidentally backed up by McKinsey research…
Tactics that drives successful transformational
change:
• setting clear, aspirational targets;
• creating a clear structure;
• maintaining energy and involvement throughout
the organisation;
• and exercising strong leadership
http://www.mckinsey.com/insights/organization what_successful_transformations_share_mckinsey_global_survey_results

15. 15
Incidentally backed up by McKinsey research…
Most successful approaches in transforming a
business are:
• engaging employees collaboratively
throughout the company and throughout the
transformation journey
• building capabilities—particularly leadership
capabilities—to maintain long-term
organisational health
• focus on strengths and achievements, not just
problems, throughout the entire transformation
process
http://www.mckinsey.com/insights/organization what_successful_transformations_share_mckinsey_global_survey_results

16. 16
Incidentally backed up by McKinsey research…
Furthermore, the survey also identifies some
approaches for creating a change plan that are
closely tied to success:
• assessing a company’s present situation
rigorously,
• identifying the current state of corporate
capabilities as well as problems,
• explicitly identifying the underlying mind-
sets that must change for the
transformation to succeed
• engage employees early in the planning
process
• break down the change process into
clearly defined smaller initiatives
• Invite employees to participate in shaping
change initiatives
• collaboration and co-creation are very
important: nearly a quarter of the extremely
successful transformations were planned by
groups of 50 or more
http://www.mckinsey.com/insights/organization what_successful_transformations_share_mckinsey_global_survey_results

17. 17
© BB&A 2013
The engagement continuum…(or the ‘engagement wedge’)
© BB&A 2015
Successful transformation…
Tell Sell Test Consult Co-Create
Low Level of ownership and commitment High
This is what
we are
changing
We need
employee buy-
in to the
change
We want to
check our
ideas and
insights for the
change
We want your
input for the
change
We want you to
help define the
change in order
to create real
ownership
A quarter of the extremely
successful transformations were
planned by groups of 50+

18. Example of the
approach in action…
© BB&A 2015
18

19. Kimberly-Clark Consumer Europe
Activating our Ambition
The challenge
Kimberly-Clark Europe are going through dramatic change and are looking to
raise awareness and understanding of their new strategy and Ambition
statement and embed what it ‘means for me’ throughout their organisation.
As well as creating a visual identity for the programme we are tasked with
engaging the European workforce in how to bring this new Ambition to life.
19
© BB&A 2015
19
Phase 1
A series of one-day off-site
workshops for the ‘Oxygen Team’
– a multi-national group of
energetic and committed people,
responsible for representing the
voice of the workforce and
breathing life into the Ambition
Phase 2
The engagement of Kimberly-Clark’s 70
most senior and / or most influential
leaders to win their buy-in to the Ambition
and stimulate interest and excitement in
the project
Phase 3
The Activation programme to engage
every single one of K-C’s employees
across Europe from mills to marketing.
Using a varied mix of channels, and a
cascade approach – all defined by the
co-creation efforts of the Oxygen
Team.
The solution
There are three phases of engagement

20. Phase 1: Co-creation
The Oxygen Team met to establish
their goals and desired outcomes
and to explore how they can best
reach the different audiences and
with what message.
A series of one-day off-site
workshops around Europe. Fun,
engaging sessions where ideas
generation and sharing of best
practice is the key focus.
Sharing the story
so far
© BB&A 2015
20
Exploring which
channels do / don’t
work by audience
Exploring ideas for
engaging the wider K-C
community

21. Phase 2: Engaging leaders
and influencers
Getting the key influencers on-board
and excited about the possibilities for
bringing the Ambition to life.
Building a platform and appetite for
future engagement activities for the
wider Kimberly-Clark communities.
© BB&A 2015
21
Yearbook sharing personal
examples of living the Ambition
Being Proud of what
the Ambition ‘means
for me’
Opportunities for discussion and
sharing ideas
Fun and interactive session to
highlight the potential of the
Ambition to unite and excite

22. Phase 3: Activation programme
An ongoing engagement campaign to
develop the tools and activities required
for the Activation programme
Posters
Interactive ‘Ambition’ rooms, large-scale
displays
Ambition
handbook
Communication
templates
Entrances and hallways
© BB&A 2015
22
Learning maps
Social media
Deskdrops

23. The outcome
This is a current and ongoing programme, but even in these initial stages, the Oxygen Team feel empowered to
generate ideas, create solutions and inspire others in the activation of the new Ambition. They are using their local
knowledge, their influence, their energy to push the Ambition agenda forward, knowing that they have the full support
of their Leadership Team who they have engaged in the endeavours. They are passionate about helping people within
the organisation to understand what ‘Be Bold, Proud and Essential’ means to them, and highlighting the examples that
they find to share with others as inspiration. Their journey is really only just beginning, but they have the drive, energy
and enthusiasm to make it happen. As co-creators and tool-makers helping them on this journey, we are providing
them with the expertise, advice and additional enthusiasm, and thoroughly enjoying working with them along the way.
We now have the oxygen, we have the
heat in the organisation, now is the
time to start those fires!
BB&A are doing a great job helping us
steer the Oxygen Team and create the
tools and activities to make this
happen!
Strategy Manager
Kimberly-Clark Consumer Europe
“
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23
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24. Thank you!
For further information, please contact:
Gideon Bernto
t: +44 1252 820812
m: +44 7918 737472
gideon.bernto@bbanda.co.uk
© BB&A 2015