2. PREPARATION
Initial strategy
Mix of 2 strategies:
• At first, a top-down strategy: we want them to be aware about the importance of implementing the EIS at
Teleswitches.
• Then we will develop a bottom-up strategy: after identifying the main task forces, we will target one team
which will implement the EIS.We want them to appreciate the advantages of the system.
• The team implementing the EIS will talk about it to the top managers.
• The top management will have feedback about the test and we hope, they will all be convinced.
We wanted to convince the subsidiary by practicing.
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3. HOWWE HADTO ADAPT OUR STRATEGY
Change of strategy
- We saw we had to talk and convince the “bottom of the pyramid”, convince
everyone while keeping informed the CEO
- At first we wanted to convince the CEO. But after the first initiatives, we
saw we had to change of approach and we need to understand the whole
company, the employees, their relationships, the environment…
- We had to obtain the support of the top managers
- Small talks with their teams: face to face meetings
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6. FEELINGS
We were lost
We run out of time
We had to keep doing the « right initiative » at the « right time », otherwise we lost people
support…
We didn’t understand all the connections between people, the complicated hierarchy
For some teams, we had to obtain the support of the members to have the support of the top
manager
For other teams, it is just necessery to have the support of the top manager
We had to adapt our strategy to each team
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7. WHAT WEWOULD DOAGAIN
• Need to know the organisation
• The different kind of exchanges, the ways people communicate
• The culture: how they are used to do
• In this situation where the culture of the company is very important, people are attached to the
company and to their CEO.
So it is primordial to take into consideration all stakeholders: we need to show that we take care of all of
them
• Learn about each person to understand to be able to communicate efficiently
• If they lookaware or not, powerful...
• Understand networks and connections: relationships are really powerful, using different networks is
one of the keys to make people aware to change
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8. Communication
After each staff group, editing a report increased the confidence of people in our project
Doing
Directors meetings
Workshops
Internal magazine
All these initiatives allowed us to gain adopters to our projects and the support of the
company members.
WHAT WEWOULD DOAGAIN
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9. WHAT WEWOULD CHANGE
Preparation
We should have thought earlier of making a diagnostic.
Cover lobbying and directive
Mistakes to not do
Too direct: frontal approach which is not appreciated by the CEO and the top managers
We would act with the CEO, keep her inform about everything we do, send her reports,
ask for advices…
We would be as transparent as possible
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