engaging employees in change

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

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‘Accelerate change’ Some thoughts from BB&A

2015

© BB&A 2015

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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/

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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/

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The evolution of an organisation

… and ultimately become constrained by the hierarchy

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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).

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The dual operating system

ADD SLIDE ABOUT PARALLELL SYSTEM

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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.

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Potential solution according to Kotter – the eight accelerators

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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.

A little bit about us…

© BB&A 2015

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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

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© BB&A 2015

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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

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© 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

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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

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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

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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

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© 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+

Example of the approach in action…

© BB&A 2015

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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

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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

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

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Exploring which channels do / don’t work by audience

Exploring ideas for engaging the wider K-C

community

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

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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

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

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Learning maps

Social media

Deskdrops

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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Thank you!

For further information, please contact: Gideon Bernto t: +44 1252 820812 m: +44 7918 737472 [email protected]

© BB&A 2015