Working the Great Resignation: How Employers Can Transform Things to their Ad...Dana Gardner
Transcript of a discussion on new research into why one of the tightest labor markets the world has ever seen means a transition to a more healthy and sustainable environment for employee well-being.
In the current climate businesses must work harder than ever to retain staff and attract new talent, this presentation was delivered at a national conference and explores:
- Vision vs Reality
- Motivating Workforce
- Engaging New Talent
- Enhancing Reputation
- Workforce Dynamics
There are takeaways throughout allowing you to start looking at your own company with immediate effect.
How To Increase Employee Engagement Through Culture & DesignHaworth
When leaders make the important connection between space and organizational culture, it pays dividends, especially in attraction, retention, and engagement of top talent.
Only Human: The Emotional Logic of Business Decisionsgyro
In order to better understand and quantify the role that emotional human factors play in decision making, gyro partnered with Fortune Knowledge Group to survey more than 700 high-level executives from a variety of disciplines across nine industries. We asked pointed questions about their hopes and fears, how they choose their partners, and how they deal with the tremendous complexities of business decision making within this hyperconnected world.
Working the Great Resignation: How Employers Can Transform Things to their Ad...Dana Gardner
Transcript of a discussion on new research into why one of the tightest labor markets the world has ever seen means a transition to a more healthy and sustainable environment for employee well-being.
In the current climate businesses must work harder than ever to retain staff and attract new talent, this presentation was delivered at a national conference and explores:
- Vision vs Reality
- Motivating Workforce
- Engaging New Talent
- Enhancing Reputation
- Workforce Dynamics
There are takeaways throughout allowing you to start looking at your own company with immediate effect.
How To Increase Employee Engagement Through Culture & DesignHaworth
When leaders make the important connection between space and organizational culture, it pays dividends, especially in attraction, retention, and engagement of top talent.
Only Human: The Emotional Logic of Business Decisionsgyro
In order to better understand and quantify the role that emotional human factors play in decision making, gyro partnered with Fortune Knowledge Group to survey more than 700 high-level executives from a variety of disciplines across nine industries. We asked pointed questions about their hopes and fears, how they choose their partners, and how they deal with the tremendous complexities of business decision making within this hyperconnected world.
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
The Next Rules Report: The Recent Past & Near Future of Work in early 2022Gary A. Bolles
What just happened to the brave new world of work in 2021? What's likely to happen in 2022? What's the near future of work? Here's the Next Rules Report to explore the bright threads of seismic change .
Business in a modern world is a constant transformation. Markets, companies and even complete societies are subject to constant change. The ability to transform is a key success factor in business but also a major challenge. „How to“ transform? Which factors are relevant for a sustainable and successful transformation? This paper will give some answers to these questions and we will show, that transformation is strongly related to:
Why? The purpose of the future business and transformation process has to be carved out precisely and communicated well. This is essential to get the buy-in of all relevant stakeholders. They have to understand the necessity to change values, behaviors and develop the competencies needed for a future excellence.
How? A well-laid strategy in combination with operational excellence in organizational design and process layouts sets the direction, a structured development of competencies and skills ensures the necessary abilities are in place.
What? In the end the result oriented execution of strategies and plans will be the key factor for success. Only realized results make the difference!
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
White papers are a great way to provide your target audience with useful information that establishes you as an expert. Contact Rachael Wachstein to find out more. rwachstein@fishmanpr.com
26 reasons Inward-facing Innovation is the Trend for the Next DecadeKaren Zeigler
Enterprises spend millions each year pursuing the next innovative product or service that will allow their performance to soar. At the same time not realizing that the weight that is holding back their innovation is the in-depth need for innovation within the company. This Slideshare provides 26 reasons that inward-facing innovation is the trend for the next decade.
Authored by David F. Larcker and Brian Tayan, April 1, 2020, Stanford Closer Look Series
We examine the size, structure, and demographic makeup of the C-suite (the CEO and the direct reports to the CEO) in each of the Fortune 100 companies as of February 2020. We find that women (and, to a lesser extent, racially diverse executives) are underrepresented in C-suite positions that directly feed into future CEO and board roles. What accounts for this distribution?
Transcript of a discussion on how those writing the next chapters of human resources and information technology interactions are finding common ground to significantly improve the modern employee experience.
Entrepreneurs are the mythic heroes of our economy. We relish retelling the stories of superstar entrepreneurs such as Steve Jobs, Biz Stone, and Debbi Fields. But are they typical? Most new businesses stay small and don’t change the world (at least, not all by themselves).
Let’s start with a 360° view of what a “typical” new business looks like, according to our research.
Liquid Change: A New Way Forward for Leading ChangeTyler Durham
Business leaders and employees have
never before had to deal with change at the
unrelenting pace we see today. As a result,
leadership behaviors, corporate cultures and
organizations’ operating systems must adapt
and become more liquid to address the new
reality and seize competitive advantage.
The
Liquid Changesm
Solution
8
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
The Next Rules Report: The Recent Past & Near Future of Work in early 2022Gary A. Bolles
What just happened to the brave new world of work in 2021? What's likely to happen in 2022? What's the near future of work? Here's the Next Rules Report to explore the bright threads of seismic change .
Business in a modern world is a constant transformation. Markets, companies and even complete societies are subject to constant change. The ability to transform is a key success factor in business but also a major challenge. „How to“ transform? Which factors are relevant for a sustainable and successful transformation? This paper will give some answers to these questions and we will show, that transformation is strongly related to:
Why? The purpose of the future business and transformation process has to be carved out precisely and communicated well. This is essential to get the buy-in of all relevant stakeholders. They have to understand the necessity to change values, behaviors and develop the competencies needed for a future excellence.
How? A well-laid strategy in combination with operational excellence in organizational design and process layouts sets the direction, a structured development of competencies and skills ensures the necessary abilities are in place.
What? In the end the result oriented execution of strategies and plans will be the key factor for success. Only realized results make the difference!
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
White papers are a great way to provide your target audience with useful information that establishes you as an expert. Contact Rachael Wachstein to find out more. rwachstein@fishmanpr.com
26 reasons Inward-facing Innovation is the Trend for the Next DecadeKaren Zeigler
Enterprises spend millions each year pursuing the next innovative product or service that will allow their performance to soar. At the same time not realizing that the weight that is holding back their innovation is the in-depth need for innovation within the company. This Slideshare provides 26 reasons that inward-facing innovation is the trend for the next decade.
Authored by David F. Larcker and Brian Tayan, April 1, 2020, Stanford Closer Look Series
We examine the size, structure, and demographic makeup of the C-suite (the CEO and the direct reports to the CEO) in each of the Fortune 100 companies as of February 2020. We find that women (and, to a lesser extent, racially diverse executives) are underrepresented in C-suite positions that directly feed into future CEO and board roles. What accounts for this distribution?
Transcript of a discussion on how those writing the next chapters of human resources and information technology interactions are finding common ground to significantly improve the modern employee experience.
Entrepreneurs are the mythic heroes of our economy. We relish retelling the stories of superstar entrepreneurs such as Steve Jobs, Biz Stone, and Debbi Fields. But are they typical? Most new businesses stay small and don’t change the world (at least, not all by themselves).
Let’s start with a 360° view of what a “typical” new business looks like, according to our research.
Liquid Change: A New Way Forward for Leading ChangeTyler Durham
Business leaders and employees have
never before had to deal with change at the
unrelenting pace we see today. As a result,
leadership behaviors, corporate cultures and
organizations’ operating systems must adapt
and become more liquid to address the new
reality and seize competitive advantage.
The
Liquid Changesm
Solution
8
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
Downsizing the Company Without Downsizing MoraleS P R .docxjacksnathalie
Downsizing the Company
Without Downsizing
Morale
S P R I N G 2 0 0 9 V O L . 5 0 N O . 3
R E P R I N T N U M B E R 5 0 3 1 0
Aneil K. Mishra, Karen E. Mishra
and Gretchen M. Spreitzer
Please note that gray areas reflect artwork that has been
intentionally removed. The substantive content of the ar-
ticle appears as originally published.
SMR310
This document is authorized for use only in MT460 Management Policy and Strategy by Kaplan University from May
2012 to June 2017.
WWW.SLOANREVIEW.MIT.EDU SPRING 2009 MIT SLOAN MANAGEMENT REVIEW 39
Downsizing the
Company Without
Downsizing Morale
AFTER MORE THAN two decades of research into corporate downsizing, there remains a funda-
mental question: “How can managers and employees rethink their organizations even as they confront
the need to downsize?” More specifically, how can organizations support learning, innovation and
creativity while at the same time finding effective ways to improve costs, quality and productivity?
Some might argue that these goals are at odds with one another — that you can’t build a better and a
leaner organization. We disagree. In our 1998 Sloan Management Review article, “Preserving Employee
Morale During Downsizing,” we maintained that strong organizations need to develop resilience so
they could take advantage of new opportunities that arise during periods of economic retrenchment.1
When downsizing is unavoidable, smart managers look for
opportunities to improve flexibility, innovation and internal
communication to improve trust between managers and employees.
BY ANEIL K. MISHRA, KAREN E. MISHRA AND GRETCHEN M. SPREITZER
THE LEADING
QUESTION
How can man-
agers and their
employees
rethink their
organizations
as they con-
front the need
to downsize?
FINDINGS
! Rather than focus-
ing on being
smaller and more
efficient today, the
goal should be to
become better and
more competitive
tomorrow.
! The most successful
companies focus on
building trust and
empowerment.
! Front-line managers
need to be trained
and empowered
to become liaisons
between top
management
and employees.
D O W N T U R N : M A N A G I N G P E O P L E
This document is authorized for use only in MT460 Management Policy and Strategy by Kaplan University from May
2012 to June 2017.
www.sloanreview.mit.edu
40 MIT SLOAN MANAGEMENT REVIEW SPRING 2009 WWW.SLOANREVIEW.MIT.EDU
D O W N T U R N : M A N A G I N G P E O P L E
Our subsequent research, consulting and manage-
ment coaching has reaffirmed our v iew that
downsizing isn’t just about “doing more with less.”
It is also about creating flexibility, innovation and
better communication that lead to increased trust
and empowerment between managers and employ-
ees. (See “About the Research.”)
In our original article, we presented four widely
accepted goals of downsizing: reducing total costs;
increasing labor productivity; improving quality;
and enhancing th ...
The Future of Business Citizenship - People's Insights MagazineMSL
For our global research study, The Future of Business Citizenship, we surveyed 8,000 young people in 17 countries. Our findings confirm that Millennials have high expectations from business and add an insightful layer to our observations around this generation, with real implications for brands and corporations.
MSLGROUP's global team of corporate and brand citizenship experts dive deep into the results of our study and outline what Millennials value as individuals and what they expect from businesses. The Future of Business Citizenship is part of MSLGROUP's People's Insights project that crowd-sources insights and foresights from MSLGROUP experts.
We hope you enjoy reading this comprehensive report and invite you to share your feedback and tips with us @PeoplesLab or you can reach out to us on Twitter @msl_group.
MSLGROUPs latest survey of 8,000 Millennials across 17 countries reveals that they feel very differently from preceding generations about businesses’ roles in dealing with the world’s greatest challenges.
narratives, stories from story-tellers, is a collection of ideas, insights and impressions from the worlds of talent communications, employee engagement, and organizational design.
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Long-term trends, driven by public policy and exponential rates of change in digital infrastructure, are fundamentally altering the global business environment. In this disruptive environment, family businesses need to challenge themselves – and this is an important responsibility for the next generation of family business leaders.
Organizations have invested years in shaping up the leadership behaviors and in building a culture of high performance and a committed workforce. All of this is at stake today, owing to the ongoing pandemic – one of the biggest health crises ever – Covid19, pushing every organization to think differently about their leader behaviors to build a resilient organization, and a thriving culture.
Your Digital Journey is Being Mapped by Your CustomersCapgemini
Capgemini's Scott Clarke talks with with MIT Sloan Management Review contributing editor Michael Fitzgerald about the impact of digital transformation and the reception of the research in the market.
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
How to Run Landing Page Tests On and Off Paid Social PlatformsVWO
Join us for an exclusive webinar featuring Mariate, Alexandra and Nima where we will unveil a comprehensive blueprint for crafting a successful paid media strategy focused on landing page testing.With escalating costs in paid advertising, understanding how to maximize each visitor’s experience is crucial for retention and conversion.
This session will dive into the methodologies for executing and analyzing landing page tests within paid social channels, offering a blend of theoretical knowledge and practical insights.
The Pearmill team will guide you through the nuances of setting up and managing landing page experiments on paid social platforms. You will learn about the critical rules to follow, the structure of effective tests, optimal conversion duration and budget allocation.
The session will also cover data analysis techniques and criteria for graduating landing pages.
In the second part of the webinar, Pearmill will explore the use of A/B testing platforms. Discover common pitfalls to avoid in A/B testing and gain insights into analyzing A/B tests results effectively.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
2. Using primary research, creative
communications agency We are Vista has
uncovered differences of opinion that exist
between these groups about business strategy
and ambition; commercial strengths and
weaknesses; and staff motivation.
Overall, the responses point to expectations of
substantial business change in the short-term,
but a noticeable lack of preparedness at all levels.
Conflict around business confidence and
motivation is evident.Younger workers seem keen
to roll up their sleeves, helping employers achieve
their goals; older generations take a dimmer view
of commercial change and ambition.
The result? A snapshot of how UK enterprise
feels about business transformation today
against a backdrop of economic uncertainty.
From storytelling to strategy, We are Vista helps
organisations overcome business-critical barriers
to change and achieve outstanding results.
This report examines the
beliefs, attitudes and feelings
towards change of C-suite
managers at UK businesses –
and those of their employees.
Executive Summary
3. Independent research consultancy Censuswide
conducted two surveys on We are Vista’s behalf.
Similarpairsofquestionswereposedsimultaneously
to separate,nationally representative online panels
of C-suite members (100 in total) and consumers
(1,000) in summer 2018.
Change is continual, undeniable. It seems like
the only constant in these times of shifting
financial and political circumstance.
In business, just as in our day-to-day lives as
consumers, we must prepare as best we can
for change coming down the tracks.But change
comes in multiple shapes and sizes.From digital
transformation driven by the adoption of new
technologies to meeting the new demands
of a young workforce, organisations must be
ready for anything. Common changes and
requirements include:
–– New leadership (helping teams navigate
through change)
–– Mergers and acquisitions (developing an
overarching narrative)
–– Digital transformation / migrating systems
(re- and upskilling)
Too often, there’s a gulf between change the
boardroom deems vital and how employees feel
about it. As our survey of separate C-suite and
workforce contingents reveal, major differences
exist in beliefs, attitudes and motivations around
change, strategy and ambition. Many managers
have misgivings about the direction their
organisation is taking.
The research describes a problem for UK plc.
Inertia and distrust live in the perception gap.
How can business leaders hope to steer a clear
course towards positive outcomes if employees
aren’t on board with their proposals?
At We are Vista, we believe changing the way
people think and behave at a business is crucial
to drive positive and effective action,with improved
results the output. We call our framework for
success the Mindset Model, and it’s set to
revolutionise the way companies approach
change; overcoming negativity and fear to
align employees with strategy and ambition.
Change is difficult - but it doesn’t have to be
downbeat. We think the future’s exciting, and
we’re ready to help your organisation make
the most of it.
Methodology Introduction
4. Analysis:
Employer and employee attitudes
Our survey shows some stark
differences between boardroom
beliefs and workforce worries.
There are five main insights.
We believe they must set the
agenda for any new strategy
to be acceptable at all levels
of your business.
Insight One:
Change is coming...
isn’t it?
There’s a puzzling perception about the
amount of change that’s set to happen at
UK businesses. Just 53 per cent of C-suite
respondents expect a very or quite high level
of change, and an even smaller number of
employees (49 per cent) feel the same.
That only half of all respondents, regardless
of their seniority,aren’t anticipating great change
at a time when the City nervously awaits Brexit’s
consequences is mystifying. More managers
(17 per cent) than employees (11 per cent)
expect no change at their organisation during
the next three years.So,what’s behind this belief?
There are two possible explanations. One is
an ostrich mentality, a resistance to change
manifested by ignoring external factors.A second
answer is that some C-suite respondents believe
it would be risky to alter course when so much is
happening externally.
Meanwhile, among employees, younger
respondents think change is more likely than
other demographics. Forty-two per cent of those
aged 55-plus believed very or quite high change
was due, compared with 52 per cent of 25 to
34-year-olds. This points to younger staff being
more open to change than their more experienced
counterparts, who - as we’ll see below - might
have much to lose through the forces of
business transformation and automation.
Takeout: We’re surprised expectation of
change isn’t higher. The C-suite should
constantly monitor macro-economic factors
- not least Brexit. It’s understandable that the
wider business doesn’t have much insight -
16 per cent don’t know how much change to
expect - so it’s a board’s responsibility to have
its fingers on the pulse of change.
The C-suite must help its workforce understand
incoming issues that will affect the business by
carefully communicating that change, framing it
in the positive light of opportunity and bringing
people along for the ride.
Top tip: connect with the wider world
Navel-gazing is easy. Businesses are busy
- time is taken up with staff, customers,
product and operations. But external focus
is a necessity. Employers and employees
are all citizens and consumers, too.
We advise our clients to bring a changing
world inside the walls of their business,
helping employees understand the forces
affecting their customers’ lives. A key part
of this is framing an organisation’s story
in the customer’s terms. What impact are
your employees having on their lives? That
could be explaining customer advisers were
responsible for helping 100,000 families get
a new home, for example, rather than saying
they collectively sold that number
of mortgages the previous year.
Helping employees visualise the effect of
their work enables them to take ownership
and make better decisions.
5. Insight Two:
Who’s ready for change
Anticipating change is one thing.Being prepared
for it is another. Our survey found a sizeable
majority of our C-suite respondents believe their
organisation is very (24 per cent) or quite
prepared (58 per cent) for change.
There is a gender gap in the boardroom on this
issue, however. While just 12 per cent of male
bosses feel unprepared, the figure rises to one
in five women when combining responses for
“not very prepared” and “not prepared at all”.
It’s quite impressive that nearly three quarters
of employees think the business they work for is
prepared for change - particularly in the context
of expected change, mentioned above. Twenty-
four per cent of employees do have misgivings
about preparedness, however, compared to
only 16 per cent of the C-suite.
The most sceptical group is Baby Boomers
(respondents aged 55 and over). Twenty-nine
per cent of them are convinced their paymasters
won’t cope with change, more than any other
group. Again, this anxiety-based belief may
reflect the types of change going on: digital
transformation won’t be easy for an age group
used to more traditional ways of doing business.
If the process makes their skills obsolete, they
may struggle to find work elsewhere.
Takeout: The C-suite is bound to know more
about strategy than wider business. They can
thereforefeelmoreconfidentaboutbeingprepared.
Butthereareconsequencesofnotcommunicating
this confidence to the wider business. This is
where purpose comes in [see box].
A well-informed workforce feels empowered
to act, knowing what decisions to take and
how they can play their part in the organisation
achieving its end goal. The C-suite might make
fewer, big decisions, but employees collectively
make many more at every touchpoint.
For example, a customer service agent might
be more motivated if they’re sure their decision
is the right one, in the interests of the business
as well as the customer. Think an employee who
feels within their rights to compensate a person
who has had a bad customer experience; as
opposed to having to ‘escalate’ the problem,
which can add to customer frustration.
Top tip: prepare with purpose
Don’t underestimate the power of clearly
stating your mission. Successful CEOs,
from Sir Richard Branson at Virgin and
Paul Polman at Unilever to Microsoft’s
Bill Gates and Apple’s Steve Jobs, have
led their businesses with a clear vision,
making employees want to join their journey.
Purpose is perhaps an overused
business buzzword – but it’s crucial to
an organisation’s development and growth,
preparing people for change. It gives
everyone involved something to aim for,
whatever their role. Lack of purpose has
a detrimental effect on individual decision-
making, motivation and productivity as
a whole.
For example, our research reveals that Baby
Boomers are less aware of change and less
ready for it. But don’t dismiss them – give
them purpose. Their experience at your
business and elsewhere in their working and
personal lives is invaluable. Allow them to
share their stories and wisdom with younger
people. Listen to their concerns about new
technology and help them adapt. Don’t
just take their desk phone away and put
an iPhone in their hands, enable them to
understand its potential.
6. Insight Three:
Time to determine your ambition
Ambitionisvitalforbuildingmoraleandmomentum
at any organisation. It’s surprising, then, that our
survey reveals a greater sense of ambition among
employees than the C-suite. Some 70 per cent of
staff feel their business is very or quite ambitious,
compared to 63 per cent of the top brass.
Not only is C-suite sentiment outstripped by
employees’, but the fact that a third of managers
rate their organisation as “not very ambitious”
or “not at all ambitious” is concerning. If a
board hasn’t got a bold strategy, how can the
workforce be expected to strive for success?
In our experience,the most ambitious businesses
are clearer on the direction they’re taking and
how to get there.That needs to be signalled right
from the top if it’s to reach all levels of the business.
As before, C-suite men are the boldest, with
almost a third (31 per cent) describing their
strategy as very ambitious, compared to just
a fifth of women.
There’s a more even split in positive sentiment
between male and female employees. However,
one in 10 workers admit they have no idea what
their employer’s ambitions are. Extrapolated
across larger workforces, this becomes a
significant figure.“Don’t knows” rise to 13 per
cent of those aged 55 and over. A quarter of
Baby Boomers also declare their organisation
unambitious, further signalling this group’s
dissatisfaction as seen earlier.
Takeout: There’s an ambition vacuum at a larger-
than-expected proportion of UK plc.This matters,
because any business not focussed on meeting
goals will get stuck fighting fires. Growth will be
difficult. Ambition – vision – doesn’t have to be
agonising. It just needs to be clear to the entire
business, attainable and worth striving for.
A traditional financial business in transformation
might proclaim it wants to be the UK’s biggest
digital bank by 2020, for example. Everyone
knows where they stand and can work towards
making the dream a reality.
Top tip: tell tales everyone will listen to
Storytelling might sound like a marketing
cliché. But it works for consumers; why
shouldn’t it be a successful employee
engagement strategy? Staff motivation and
confidence stem from knowing what the
business is trying to achieve.
It can also be a great way of reaching
groups within an organisation who may,
for whatever reason, feel disaffected.
The corporate narrative can be tweaked to
suit ambitious millennials, stressed Gen X
and jaded Boomers, for example. But the
overall message will remain the same – an
organising thought for each and every team
member to gather around.
It’s not a quick fix. Getting everyone
aligned to a clear and bold ambition can
take a great deal of time and resource.
Maintaining the message throughout that
time using a regular drumbeat of creative
comms - just as brands continually speak
to their consumers - is vital. We’ve even
found it reduces employee attrition rates.
The result is less time and budget spent on
recruitment and training, more on reaching
your business goals.
7. Insight Four:
Why motivation matters
Three-quarters of the C-suite - who, as we’ve
seen, are less positive than employees about
ambition - believe employees are motivated to
help the business achieve their goals. Yet the
figure drops to less than two thirds (64 per cent)
of staff who were asked the same question.
Moreover, a total of 37 per cent of employees
revealed they weren’t motivated (including those
who answered “don’t know”). That compares to
just 12 per cent of C-suite members who claimed
their workforce lacks motivation.
There are also generational differences. People
taking their first steps in the world of work,the 16
to 24s, are the keenest with 68 per cent saying
they are very or quite motivated compared to 25
per cent who aren’t. Among 45- to 54-year-old
employees, 57 per cent feel motivated but 43
per cent don’t.
Alongside this perception gap there’s an issue
around measuring motivation. Some 13 per
cent of C-suite respondents - rising to 17 per
cent of women and managers aged 25 to 34 -
admit they have no idea about motivation levels.
Takeout: Leaders shouldn’t view their workforce
as a homogeneous group.Different mindsets
reveal
different motivations,and this is the type of detail
that’softenoverlookedbyorganisations.Onereason
for that is employee engagement sometimes
amounts solely to a business-wide survey that
doesn’t tell the whole story unless leaders scratch
beneath the surface and heed the detail.
We asked participants a separate question
about their understanding of their role in the
wider business strategy. Overall, 14 per cent
of C-suite managers - and 21 per cent of
women in the boardroom - can’t say whether
employees know of their place in the machine.
Furthermore, a fifth believe staff don’t know.
The same proportion of employees claim not
to understand how they could help the overall
strategy: 16- to 24-year-olds have the greatest
awareness, those aged 45 to 54 the least.
It’s a mistake not to understand the level of
motivation in your firm or the nuances between
agegroups.Successfulchangeisbasedoneveryone
pulling in the same direction. Unmotivated staff
won’t feel like going the extra mile.
Top tip: motivation begins with understanding
Cleverly devised employee feedback
programs will tell you a lot more about their
sentiment and motivation than a quick and
dirty annual survey. You need to get under
the skin of what inspires and offends each
demographic, and respond with tailored
communications.
Staff incentives are an extension of this.
Straightforward financial rewards such
as commission don’t appeal to everyone.
Others appreciate peer recognition,
experiences or soft bonuses such as duvet
days. Each individual is different, and your
employee engagement strategy should
reflect that.
8. Insight Five:
A message for the leadership team
We asked respondents to list the main strengths and weaknesses of their business:
Top five strengths
Top five weaknesses
0% 10% 20% 30% 40% 50%
None
Internal culture
Unique product/service
Leadership
Efficiency/productivity
Customer service
C-suite
50%
27%
25%
22%
18%
7%
0% 5% 10% 15% 20% 25% 30% 35%
None
Profit margin
Productivity
Brand
Leadership
Customer service
Employees
33%
22%
22%
19%
18%
14%
C-suite
0% 5% 10% 15% 20% 25% 30%
Efficiency/productivity
Commerciality
No unique product/service
Poor profit margin
None 29%
27%
19%
17%
13%
Employees
0% 5% 10% 15% 20% 25% 30% 35%
Innovation
Poor profit margin
Internal culture
Leadership
None 31%
21%
19%
12%
12%
9. Thereisacertainlevelofconfidenceinrespondents’
organisations,with three in 10 overall saying they
do not see any weakness in the business.
However, there are some contrasts to be found.
One in seven employees believes their organisation
has no demonstrable strengths.While lower than
those who say there are no weaknesses, it’s still
twice the amount of C-suite respondents who
believe their organisation lacks any key strengths.
TheC-suiteismainlyproudestoffinancialoutcomes,
although it does recognise customer service as
a key strength.
Company culture is one of the biggest concerns.
This highlights a lack of communication from the
top; staff not knowing the firm’s plans for the
immediate future.
Unsurprisingly, leaders scored leadership
among the top three strengths – though only
a quarter mentioned this as a crucial factor.
The fact that employees score leadership
at a similar level is reassuring. However, the
workforce also rate leaders as the second-
biggest weakness, suggesting a disconnect
at more than a fifth of organisations.
Takeout: Lack of belief in leadership stems
back to lack of purpose and strategy at the
top – or at the least, a vision that is poorly
communicated to the workforce.
Guidelines on employee engagement are
changing, which may help. The Financial
Reporting Council recently unveiled a fresh
UK Corporate Governance Code which cited
as its top update:“Workforce and stakeholders:
there is a new Provision to enable greater board
engagement with the workforce to understand
their views. The Code asks boards to describe
how they have considered the interests of
stakeholders when performing their duty under
Section 172 of the 2006 Companies Act.”
It’ll be interesting to see how corporations
adopt this new advice. Regardless, it’s critical
to fully understand where your workforce thinks
your business is lacking as well as areas where
they believe it’s performing well.
Top tip: let influencers in on the strategy
Don’t treat culture and internal communication
as an afterthought. Make it a priority. Vision
is vital; making it happen takes blood, toil
and tears.
Consider who the influencers are within teams
at your organisation – they don’t all sit in the
boardroom, they could come from any team.
Culture must be nurtured, and people
who are popular among their colleagues
are a great place to start. Treat them as
ambassadors who can help others navigate
change. Give them a chance to help set
out your purpose, vision and the route to
getting there, as well as testing ideas with
them before rolling these out to the wider
organisation.
10. C A S E S T U DY
Lloyds Banking Group
By the side of Britain’s best bank
11. It all started with a conversation. From there,
we built trusting relationships with leadership
teams, understanding the mindset at the heart
of the organisation, and gaining the insight to
move behaviour at scale.
Initial connections transformed into strong
partnerships across every department and level,as
we translated beliefs, attitudes and feelings into
a future vision – one powerful enough to deliver
results with lasting impact.
Through a multi-channel campaign, we engaged
everycolleaguewithLBG’scorepurpose,galvanising
their people to come together, and ensuring
everyone understood their part to play in the
bank’s exciting future.
Working with stakeholders, agency partners
and leaders across the whole organisation, we’ve
combined knowledge and passion to inspire and
connect every channel and audience. And this is
just the start.
We’ve been collaborating
and creating with Britain’s
biggest bank since 2007,
playing a crucial role in arguably
the greatest modern-day
transformation of any financial
services company.
The journey so far
12. A new vision for the Group
Over more than a decade, we’ve built a
trusting relationship with LBG and their partners,
working closely to develop three transformative
strategies and communicate them meaningfully
to 60,000 colleagues. We’ve created excitement
and engagement around LBG’s Helping Britain
Prosper purpose, refining the vision and inspiring
belief with a landmark event designed to reach
every colleague. Our support for LBG’s journey
back to privatisation has seen the Group return
£21bn to the taxpayer, posting their biggest
profits in over a decade.
Turning strategy into belief
Our work with LBG has seen us successfully deliver
three strategies, developing multiple campaigns
and activations to support the objectives of each.
We clarified goals, targeted the most effective
channels and refined content to create impact
at scale.
As we delivered LBG’s first strategy, we worked
with stakeholders to understand the Group’s
people, ethos, direction and challenges.
Collaborating with world-leading management
consultants,McKinsey,we delivered a meaningful
campaign to evolve LBG for the future.
The second strategy was built to redefine LBG’s
purpose: Helping Britain Prosper. We helped
refine this purpose to stretch beyond profit,
implementing culture change, regaining public
trust, and reaching every client, colleague and
community.
Unveiled in March this year, the third strategy
is LBG’s biggest and boldest. We worked in
collaboration with LBG to launch a game-changing
vision based on transformation,digitisation,group
capabilities, and a leading customer experience.
Landmarkmomentsandmilestones
Rebuilding the bank
Every stage of every strategy has seen us deliver
memorable moments, high-revenue results and
engaging brand experiences for LBG. We’ve
collaborated across our full-service capabilities
to bring the Group’s vision to life.
Following the global financial crisis of 2007/08,
Lloyds had to change to survive.With our support,
they reconstructed the bank,streamlined ways of
working and simplified systems and processes
from the merger of HBOS and Lloyds TSB.
We united 5,000 leaders with a full-service
spectacular at our first ever One Group Convention,
generating 100% board satisfaction.This included
full venue and delegate management at London’s
ExCel Centre, logo and identity development,
graphic design, print, AV and full exhibition build.
13. Evolving the culture
In 2014, we helped LBG embed meaningful
culture change,as they redefined their purpose
with the launch of Helping Britain Prosper
(HBP). We designed the identity and launched
the campaign, evolving HBP into the Group’s
central reason for being.
We collaborated with LBG to deliver a Group-wide
inclusion and diversity creative communications
campaign, designed to shift attitudes and show
thebenefitsforbusinessperformance.TheGroupis
now highly rated by Stonewall for LGBT employees,
with an openness to discuss issues like mental
health, domestic abuse and flexible working.
In 2015, LBG celebrated 300 years of Bank
of Scotland, 250 years of Lloyds Bank and 30
years of Lloyds Foundations – and a new charity
partnership with Children in Need. We ensured
the whole Group felt engaged and proud,
communicating a compelling story to 60,000
colleagues. The result? The best engagement
scores since the banking crisis.
Transforming the group
We brought together LBG’s three distinct Retail
brands – Halifax, Lloyds Bank and Bank of
Scotland – with a new narrative around the
branch network strategy.The narrative engaged
colleagues, educating them about how ways
of working would need to evolve in line with
changing customer behaviour.
Having returned £21bn to the taxpayer – plus
a shareholder dividend and £900m extra – LBG
posted their biggest profits in a decade, with
internal metrics revealing 99% of colleagues
believed in and were committed to their roles in
Helping Britain Prosper. We supported LBG on
their journey back to privatisation.
We worked closely with LBG’s senior stakeholders
and internal comms team, collaborating with
external agencies, adam&eveDDB and Rufus
Leonard,to communicate the most recent strategy
across the Group.The result was a game-changing
live event, delivered to 12,000 colleagues across
six venues – setting the scene for the future of HBP.
There was an interactive expo, VR headsets, a
life-size board game,live streaming opportunities
and technology displays to bring the strategy to
life. The next phase of the campaign is now live,
continuing to communicate the strategic story
with impact across every channel.
14. These opposing forces cause obstacles on the
road to change. To overcome them, business
leaders must heed the beliefs, attitudes and
feelings of their workforce. Only then will positive
individual actions generate outstanding results.
We are Vista has developed the Mindset Model
as a framework for understanding these critical
factors and taking staff on the journey to permanent
change.Here’s what we put under the microscope.
Our survey results are further
evidence that employers
focus on figures; employees
care most about emotional
investment.
We are Vista’s Mindset Model
BELIEFS ATTITUDES FEELINGS ACTIONS RESULTS
Beliefs: Hardwired and hardest to change. These
are employees’ core emotions about the place
they work - including faith in their leaders - and
the wider world they live in. They underpin pretty
much everything a person thinks and does.
Attitudes: We rate employees’ attitudes on a
negative to positive scale, so the study is rooted
in psychology and strength of feeling. This can
be a revelation for the C-suite, framing how the
business needs to change and how goals can be
achieved.
Feelings: These can be changed. It may take
time, but altering perceptions is possible, leaving
organisations free to set sail towards a more
positive future with everyone on board.
These first three stages help organisations to
understand the wider mindset and influence
interventions that can be made. This will more
than likely be a creative strategy for a series of
internal campaigns promoting your narrative.
The upshot is hundreds and thousands of actions
that create brilliant experiences for people,
painting your business in a good light and making
employees feel great, too.
Actions: What do you need individual employees
to do to drive the business forward? This is often
a strategy that will empower every member of
staff to make the right decisions.
Results: Whatever you want your business to be.
We usually start by discussing this stage, then
map the preceding four factors to plot a course to
the desired results. Often that involves some form
of change, from behaviour to sales growth.
15. Technology is driving a huge round of digital
transformation. The next wave of change will be
an essential response to Brexit, with businesses
forced to adapt as Britain settles into a new
pattern of trading.
How organisations are dealing with that change is
a mixed bag,according to our survey respondents.
Not all of the C-suite is comfortable with new
strategies; not all staff are motivated to play their
part in effecting that change.
Whether or not your business is expecting great
change, this report raises important questions.
Is your leadership ready to drive your strategy?
How can your business goals be communicated
effectively, motivating your entire workforce?
And what must you do to create greater harmony,
closing the perception gaps between management
and staff?
Your employees can be your greatest asset and
strongest advocates, propelling your organisation
to a brighter future, open to change rather than
fearing it. Are you ready to listen to them?
There’s no doubt change
is coming to UK plc.
Conclusion
Taking steps is easy, standing still is hard
16. Confidentiality
This document contains confidential information
and intellectual property intended for review by the
client.
Consequently, this material may not be copied,
distributed or shared with third parties without the
express written consent of We are Vista Limited.
This confidentiality should also be respected
throughout any subsequent concept development
stages to ensure that no potential competitive
edge is lost when entering into any discussion and
negotiation with other third parties.
Copyright
This material is copyright by
We are Vista Limited.
Accordingly, We are Vista Limited retains
full ownership of this material until the
client appoints We are Vista Limited upon
terms and conditions to be jointly agreed.
Upon such an agreement, We are Vista
Limited shall transfer usage rights to this
material subject to final contract detail.
Contact
Daniel Dunn
daniel.dunn@wearevista.co.uk
+44 (0) 8448 470 230
+44 (0) 7977 017 505
The Timber Yard,
115a Drysdale Street,
London,
N1 6ND
5-6 Carlton Mills,
Pickering Street,
Leeds,
LS12 2QG