This document proposes a project called "Project Connect" to transform an organization's culture to become more innovative. It involves: 1) Analyzing challenges like mindset, leadership, and communication through surveys and interviews. 2) Creating an awareness campaign, training, and initiatives to improve culture, leadership, sponsorship of innovation, and connect different employee groups. 3) Communicating a sense of urgency for change by highlighting what happened to Nokia for failing to innovate. 4) Outlining a plan of action in the first 100 days including starting the project, building commitment, adapting processes, investing in teams, and sustaining the innovative culture. 5) Detailing communication and change management strategies

1. Connect!
Presented by
Priya Sarangla
PROJECT CONNECT
Our transformational proposal
Reconnecting mindsets to
innovation

2. Situation analysis and key diagnosis
Based on our expert surveys and interview across different
organizational level, key challenges seem to be centered around
these key questions
How do we
create a
stronger
innovative
mindset?
How do we
create better
role models and
mentors
(leaders)?
How do we
communicate
case for change
now?
How do we
create
congruency
between
younger and
seasoned
employees
Reconnecting mindsets to
innovation
PROJECT CONNECT
Our transformational proposal
- Employee awareness campaign
- Employee motivation and
development.
- Behavioral fine-tuning
- Break up silos and create networked,
collaborative interfaces.
- Various empowerment initiatives.
- Improve leaders of today & build
leaders of tomorrow
Improve culture
of innovation &
experimentation
Improve
leadership &
sponsorship of
innovation

3. Sense of urgency and need for change
Factual evidence
To ensure everybody buy-in to the need to change, we will ensure the
vision, rationale and benefits of this project is well communicated and
understood
We change now and build a
stronger innovative culture
now or we end up like
Nokia—Annihilated by
innovative competitors
-Nokia, global market mobile
phone manufacturer in the early
2000.
-Felt comfortable, failed to build a
continuous innovative culture.
-Overwhelmed by innovative
competitors.
-Completely lost market share in a
few years. Margins dwindled
drastically.
-Company is today almost non
existent.
Innovate now or be eliminated- “ Kitchen porches” manufacturers of today,
Lets not become the “KITCHEN NOKIA” of tomorrow.
Sense of urgency

5. Align Leadership
Mobilize the organization
-Promote digitalization via
communication
-Build a network of digital
champions
-Create urgency for digitalization
-Develop compelling digital
vision
-Ensure role modelling of top
management
Ensure Sustainability
-Adapt the formal organization
-Align KPI & Incentive system
-Monitor digital process
Build capabilities
-Provide digital skills &
competencies
-Offer test & learning
opportunities
-Leverage existing HR
practices
Manage People Change
Framework

6. Educate Coach
Adapt
Leading Change
Diagnose
and start
Build
Monitor
Adjust Best Practice
Sponsorship Role Model / Employees
Communication
Sponsorship Cascade
Behaviors
Training on the
job
Stakeholder
Interview
Anonymous Survey
further discussions with
both board executives and
employees
Invest
Stakeholders
brainstorming
Scenario
presentation on
need for change
Educate all on
benefits and why we
need to change
Provide questions
and feedback loop
with HR / Lunch
and talk
Teams formed in
collaboration with
head of all units
Workshops
trainings on effective
mentorship for our
seasoned employees
Integration project
for all employees
Innovative
lunch
Sustain
Innovative Culture
Incentivize and
Behavior
Facilitate Innovative
employees.
Entrepreneual Start-
up
Motivate
Our Plan of Action:

7. Superior results for
Now and Future
Innovative mindset culture.
Reprogramming mindset
coaching.
Incentivize innovative
projects.
Rebuilding Attitude and
behavior..
Leadership
Leadership coaching
Workshops/trainings on
effective mentorship
Knowledge transfer
schemes
In a Nutshell

8. Start Build Adapt Invest Sustain
2. Build a strong & committed
top team
- Empower & Train employees
new skill sets
- New roles & responsibility
- Integration workshops, series of
mentorship and leadership trainings
- Team of ‘Growth Hackers’
11-30 days
1. Start now Scenario stimulation
- Stakeholders communication
meeting-
- Change initiative communicated
- Steering committee and project
groups formed.
- Open communication channel/
feedback loop initiated
1-10 Days
4. Invest team time
- Coordinate change via meetings or
events (every 4weeks)
- Incentive or reward Systems
- Effective mechanisms to sustain
3. Adapt a new approach of working
- Culture of experimentation
- Innovative pilot projects competitive
starts
- New process & workflow
- Align KPI
- Continuous synergy tracking and
evaluation tools
5. Sustain innovative culture
- Reinforcement of wins achieved
- Motivating Entrepreneurial
projects (employee start ups)
We hope to achieve these milestones in the first 100 days of project
connect
31-60 days
61-80 days
81-100 days

9. • Nearly everybody understands
the change process and is happy
to actively take part
• Feedback from young engineers
shows tremendous
improvement.
• First innovative ideas project
kicks off……pilot innovative
project winner
• First pilot mentors emerge.
• All new employees completely
integrated and indoctrinated into
our new innovative mindset
cultures
• Collaborative efforts between
employees increase.
Short
Term
Wins
Deliverables in first 100 Days

10. COMMUNICATOR
COMMUNICATION
OBJECTIVE/MESSAGE MEDIUM
FREQUENCY/
SCHEDULE
TARGET
AUDIENCE
DELIVERABLES
EXECUTIVES
- Review of innovative objective & due
diligence.
- Subsequent progress report
- Face to face
- PPT
-email
-lunch talk
Once every month All employees
Case for change established.
Continuous feedback
STEERING
COMMITEE
- Roles definition
- Objective rationale continuously
communicated
-Face to face
-Follow up newsletter
-Official letter
Twice weekly Employees and other key stakeholder
-Objective, vision, benefits and
timeline communicated
STEERING
COMMITEE
- Progress report
-Face to face/PPT
-Email
-newsletter
weekly
High level executives/sponsors
Project teams/all employees
Target structure
• New Structure & Synergies
model communicated
• Common company identity,
culture/process defined
• Integration level attained
• Synergies achieved/Concrete
gains
PROJECT TEAMS
Progress report
-Face to face
-email
Daily, Weekly, Monthly All concerned stakeholder
-Integration level attained
-Synergies achieved
-Concrete gains/wins
EMPLOYEE
Enquiries
feedback
-Face to face
-Email, telephone
Open channel anytime
-Project teams/steering
committee
-More info about change initiative
-Integration Progress report
Communication Plan is key for success:

11. - No winning strategy
- Lack of Communication
- Proactive with resistance
- Failure to make a compelling urgent
case for change
- Understanding of digital trends
- Senior-management
involvement
- Leadership skills
- Well structured organization for
digital growth
- Competitiveness
Mistakes
to avoid
Best
Practices
to apply
Our Suggestion:

12. We will work with RS every step of the way to bring successful changeDegreeofsupportforthechange
Commitment
Involvement
Contact
Engagement
Understanding
Benefits
Awareness
100%
0% Time

13. We understand fears…we have done it before, we will do it gain.
This is our specialty…..This is what we do.
Hundreds of
companies
globally cant be
wrong

14. You only have to know one thing:
You can learn anything
For everyone, Forever
Start Now
WE ARE HERE
HIRE US!!!
Call to action
Think project
connect—
success
guaranteed.