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Archives for the 'Employee Engagement' Category

How to Leverage Team Briefing to Support Business Goals

  • Wednesday, April 6th,2016
  • Part 2: The reason why I am such a fan of the team briefing process is that the process is driven by the CEO.  Sure you have to facilitate the process but, and this is a very important distinction, it is the CEO who looks at their direct reports – the executive leadership team at […]

    Part 2: The reason why I am such a fan of the team briefing process is that the process is driven by the CEO.  Sure you have to facilitate the process but, and this is a very important distinction, it is the CEO who looks at their direct reports – the executive leadership team at their weekly meeting and says, “These are the 5 key items I want discussed for the corporate update this week”.

    And there it is, the directive from the CEO which is then cascaded throughout the organisation.

    The other reason it works so well is that it is two way, any questions arising from team briefings are fed back up the line to the communications team to follow up for clarification at the next team meeting.

    And in the staff survey in the area on communication, you ask the question whether team briefing occurs on a regular basis.  If there is an overwhelming no, the CEO will see the results.

    Again it is my belief is that process changes behaviour and team briefing reinforces this consistent face to face communication channel and that, together with the fact that it is driven by the CEO ensures means that there is a greater chance of adherence.

    The Team Briefing process comprises of the following:

    • Face to Face – This encourages questions and discussions to ensure that policies, decisions or other information is clearly understood.
    • Two Way – Managers or Team Leaders can receive instant responses from employees on proposed decisions and policies. These responses are then fed back to the appropriate management level.
    • In Teams (4 – 15 people) – This size encourages constructive comments and questions. Each group should be a ‘work group’ which has a common identity so that the information can be targeted to issues that impact on them.
    • Delivered by a Manager or Team Leader – This ensures the credibility of the system and reinforces the role of the Manager or Team Leader as being responsible for the team’s performance.
    • Regular – Team Briefing should be held weekly or fortnightly, with dates, times and venues set at least six months in advance. The duration of the briefing sessions should be between 15 minutes up to a maximum of 30 minutes including time for questions.
    • Relevant – Most information (about 60%) should be spent on local items of relevance to the team. Corporate information (about 40%) if possible, should be given a local emphasis.
    • Open and Honest – A commitment to communicate openly and honestly is essential for team briefing to work effectively as an employee communication tool.
    • Monitored – This is essential to ensure that messages are getting through. It is measured through corporate employee surveys, and by Managers and Team Leaders walking around the work areas regularly and talking informally with employees.

    Credibility with employees will be enhanced if communication of positive and negative news is delivered honestly and responses to questions are candid and given in a timely manner.

    To purchase templates, user guides and instruction guide to implement team briefing click here.

     

    How To Ensure Leaders Communicate With Employees

  • Wednesday, February 3rd,2016
  • Part 1: The main reasons why leaders fail to communicate with employees is really based on two things.  Firstly they need a process to follow that is easy for them to do and secondly it must form part of a routine.  You are really changing their behaviour by constantly repeating a new process.   The […]

    Part 1:

    The main reasons why leaders fail to communicate with employees is really based on two things.  Firstly they need a process to follow that is easy for them to do and secondly it must form part of a routine.  You are really changing their behaviour by constantly repeating a new process.

     

    The easiest way to do this that I know of is to introduce Team Briefing.

    • The Team Briefing process aims to achieve the following objectives:
    • To ensure each employee is aware of how their role fits into the organization.To ensure that information is passed on consistently and accurately to all employees at approximately the same time.
    • To improve the working relationships between employees and their managers or team leaders.

     

    Team Briefing has been used successfully in many organizations as a means to ensure consistent face to face messages in meetings. It encompasses many of the best forms of employee communication. It is face to face, regular and structured, focuses on the team and its Manager/Team Leader and allows for information to be communicated up and down the line.

    It assists staff to respond to the competitive challenge of the business and provides a means of keeping employees up to date with the rapid changes occurring within your organization.

    Consistent Messages

    Team Briefing is a structured system of cascading meetings based on the communication of a core brief. The corporate brief, consisting of corporate and divisional issues, must be communicated at each team brief to ensure that a consistent message across the business is achieved.

     

    Team Briefing is a structured form of two way communication. It is designed to ensure relevant and important business information is passed on and understood quickly throughout your division, from management to front line employees, on a regular and scheduled basis. It also allows information, ideas and questions to be fed back to other Managers within the organizational structure.

    The briefing should comprise of:

    Up to 6 points of Corporate information (contained in the Corporate Brief provided by management).  This is cascaded from the weekly executive meeting.

    Division Brief up to 6 points. This is cascaded from the executive team of the business division your manager belongs to.

    A Local Brief of 6 – 7 points, compiled by the manager, on local information.

    A Question and Answer session and Feedback session.

     

    It is only the third piece, the local brief that changes, everything else remains consistent as it is cascaded from the top of the organization through to an employee’s local team.

     

    In the second part of this series on team briefing I will take you through the key steps to ensure that it is structured correctly to ensure that your key employee communication messages are getting to the right audience and in a timely manner.

     

    How to Leverage Leadership Summits and Get Traction With Change

  • Friday, October 9th,2015
  • Leadership summits, where the top 100 leaders get together over a few days to hear about key achievements and strategy going forward, are a perfect opportunity to get traction with your change plans. I want to illustrate this by using a scenario of what usually happens and the often missed opportunity to achieve momentum in […]

    Leadership summits, where the top 100 leaders get together over a few days to hear about key achievements and strategy going forward, are a perfect opportunity to get traction with your change plans.

    I want to illustrate this by using a scenario of what usually happens and the often missed opportunity to achieve momentum in the organisation and engagement for your change initiatives.
    Let’s use this case study as an example.

    A large UK firm has a leadership summit and 120 leaders have been invited, it is led by the CEO and it’s his prerogative to decide what is and isn’t included. In this instance the CEO has decided that the issue of mental health and workplace stress is going to be the HR topic. You have 3 hours allocated to this session and it is going to include the CEO making a speech on why it is a priority for leaders to focus on. The Health and Safety team then give some real case examples, not including names of employees, and what the indicators are that leaders should be aware of. An activity is planned where leaders discuss symptoms of mental health, issues that could be causing workplace stress and possible solutions. A booklet is distributed to all attendees highlighting options such as wellness programs, counselling, and interventions to deal with what is the root cause of the issue of stress in the workplace and what can be done.
    Everyone leaves feeling better informed than when they started the day and the CEO is pleased with himself that he was progressive enough to raise the issue. Everyone is happy including the H&S team as it has now highlighted mental health as a significant issue and they expect an increased take up of their wellness program.

    What’s wrong with this picture? If the intent was only to create awareness then fine. The lost opportunity here was to leverage the session to get traction outside of the summit and therefore create momentum for this issue. We sometimes assume that leaders can connect the dots and know what to do next, however in most cases they can’t, this is not their core role. Often if you provide guidance on what to do and why you will get the outcomes you are seeking. Here’s what they could have done instead, it just needed a tweak at the end of the session.
    In this case the key is the CEO’s support. Whenever you have this you need to make the most of it whilst the issue is on his radar. Many areas are vying for his attention, you are lucky in many respects to have achieved it. So with this pre requisite the turnkey in this session was for the CEO to ask his leadership team, whilst they are all there, to do something specific and report back to him.

    Process changes behaviour – it is not enough to raises awareness if you want behavioural change. So here we are at this summit and we get to the last half hour of the session.
    The CEO hears what each group has to say about actions that each of the leadership teams acknowledge that they could take with their teams to alleviate stress in the workplace. So now the CEO asks each of them to discuss the issue with their teams and ensure it is cascaded to the frontline for discussion at their team meetings. In addition, and this is the important part, he asks for each to be accountable for the next six weeks, that action plans on this issue are developed and to review the impact on tangible measures such as absenteeism, sick leave and workers compensation claims.

    Each leader is taken through what to do with a detailed activity outline and they are informed that specific activities will be emailed to them immediately post the summit. They are told that HR will monitor and feedback the cumulative actions and outcomes to each business division head. They in turn will discuss with their executive leadership teams and it will be on the agenda for the weekly CEO meeting that will be held in two months.

    What has happened here is that the responsibility has now shifted to the leadership team, it is the role of HR to provide support and solutions, not to do the implementation.
    This is just one example of how you can leverage leadership summits and achieve behavioural change. The role of change communication is about creating momentum for change not just about delivering information and creating awareness.

    No matter what the topic, the next time you have an opportunity for the CEO to support one of your key initiatives ask yourself how you can build something into the session to leverage change and the CEO’s commitment to drive it.

    Change should always be leadership driven, our challenge is to identify the strategy to make this happen.

    Stakeholder Engagement and Communicating Change

  • Wednesday, May 13th,2015
  • The most important step when implementing change in an organisation is to undertake a stakeholder analysis. And particularly when that change will impact the entire organisation it is important to start thinking at the outset like a lobbyist about to visit politicians, you need to be clear about where to focus your efforts, who is […]

    The most important step when implementing change in an organisation is to undertake a stakeholder analysis. And particularly when that change will impact the entire organisation it is important to start thinking at the outset like a lobbyist about to visit politicians, you need to be clear about where to focus your efforts, who is supportive of your area, who is a key influencer of whom, how can you quickly demonstrate the benefits the change will bring?

    If you don’t know the answers to these questions from the outset then your change program is going to take a very long time to get traction, you might implement a new software system for example but few people will think it adds value, so engagement will take a long time to achieve.

    Similarly if you are implementing a new strategy, be this for example performance measurement schemes, or new health and safety initiatives it is important that you get advocates for your change initiatives within the business and from the top. Change for these types of initiatives are only successful when there is a paradigm shift by the business and they see the value of your services and expertise in helping them with their business decisions and managing risk. If it is something that you need to continual to sell as a value add then you have not analysed your stakeholders well. They should be extolling the value of the change to their business counterparts, not you.

    So here are some tips on how to strategise when it comes to which stakeholders to engage and what to do next.

    1. The first step is to analyse stakeholders at the top of the organisation. What are their current views on the value of the services you provide? Who will be willing to run a pilot in their area of the changes that you want to make? How quickly are you able to demonstrate quick wins to sway those who think it is yet another change initiative that will come to pass with little value to the business. You need to know who thinks what before you plan how you will communicate change and what you will say.

    This leads me to the next point which is so often overlooked in organisations when one part of the business is leading change that will impact the rest of the business.

    2. As Peter Drucker has been quoted as saying, “The customer rarely buys what the company thinks it is selling him.” Companies need to take a customer perspective to succeed with implementation of change. Take this view when you are communicating change within your organisation. What is it that other business units want to “buy” from your area, what do they think you could do to add value, and then provide the change in those terms, their terms.

    There are a number of reasons why strategic change typically takes 3 – 5 years to get traction within an organisation. Two of the key reasons are failure to undertake a stakeholder analysis and thinking that telling everyone the same thing is going achieve the change in behaviour you are seeking.

    And secondly because typically with service type areas we speak in our technical speak as it pertains to the work that we do. When introducing change we then defer to our language and what we perceive the benefits are to the rest of the organisation. However it always needs to be in language the customer understands and that the value conveyed so that it is meaningful to them, not us.

    5 Ways Organisations Can Improve Employee Engagement With Change

  • Thursday, February 6th,2014
  • From my experience there are 5 proven ways that organisations can improve the level of engagement employees have with change. These changes may relate to organisational restructures, new strategy, the implementation of new IT systems, mergers or acquisitions, and is not limited to these change situations. The following are attributes of successful change: 1 Process […]

    From my experience there are 5 proven ways that organisations can improve the level of engagement employees have with change. These changes may relate to organisational restructures, new strategy, the implementation of new IT systems, mergers or acquisitions, and is not limited to these change situations. The following are attributes of successful change:

    1 Process changes behaviour

    2 Leadership Driven

    3 Focus on the Why not the what

    4 Communicate the tangible desired business results

    5 Measure, implement and reward

    So let’s explore the first one, process changes behaviour. When designing an engagement program it is important to ask yourself these questions.

    • What process can you design that changes the way people behave so that they do things differently to support your change program
    • Processes should be designed as part of a complete change communication approach particularly to support the strategic reasons behind the change
    • They should involve leaders at all levels of the organisation and employees

    So that brings us onto No 2 Change needs to be Leadership Driven.

    • Give leaders something to do, not just communicate, they should be driving a process and it must have activity that they review and provide feedback on
    • Make it relevant to their work area – they are busy with what they consider their “real job” so they need to see a direct business benefit, they don’t want to be seen a pseudo HR change manager
    • It is important to remember that you are an enabler of the change by designing processes for others to implement and drive the change, it is the leaders in the organisation that need to own the change process others it becomes a one off project not a sustained change

    No 3 is to Focus on the Why not the what, why are we doing what we are doing, what’s the strategy behind the change

    • It is all about the strategy not the actual change
    • IT system changes for example, the change is not about the new system but why this particular system, what will it enable us to do, why is that important
    • Link the dots between corporate strategy and change implemented locally so that employees understand how the organisation’s vision is coming to life

    No 4 was. Communicate the tangible desired business results

    • Give employees and leaders a tangible goal along the change implementation roadmap
    • Identify customer feedback, satisfaction scores, market share, retail sales and create a focus on what needs to improve and why and keep revisiting this
    • Allow employees the opportunity to contribute ideas to help organisations achieve their desired goals – frontline staff always in my experience know more about what would add value than a manager sitting in an office

    The final way Pilot, measure, implement and reward

    • Once you have identified those goals you then pilot processes to measure the impact on achieving them
    • Those changes that produced significant results in the pilot should then be measured across the company
    • Recognise and reward employees for their contribution

    Finally this approach to change then becomes business as usual, no matter what the strategy, employees and leaders know this is the way the organisation engages employees in the process of change.

    Don’t Press Send

  • Monday, July 15th,2013
  • This past week has seen, if true, the worst examples of the use of online communication media. One was allegedly direct emails sent to employees advising them that their job was now redundant. The second was a newsletter from a CEO which started off friendly enough but then ended with the news of pending restructures […]

    This past week has seen, if true, the worst examples of the use of online communication media. One was allegedly direct emails sent to employees advising them that their job was now redundant. The second was a newsletter from a CEO which started off friendly enough but then ended with the news of pending restructures and redundancies. The CEO it was reported later apologised to staff.

    When is online communication acceptable to advise employees of pending change and redundancies? NEVER. And I would expect that everyone reading this would already know that.

    But the issue is not just announcing redundancies online; the ongoing issue is how organisations are ever going to get traction with change strategies with the remaining workforce. Emails, online updates, intranet stories about “productivity improvements” seriously mean absolutely nothing to employees.

    There is only one way to communicate change, to get leaders at all levels to drive the change agenda and ensure that employees can connect the dots from what they do to the new business strategy. That is to design processes that are driven by leaders, linked to the change agenda and bring everyone to the “Aha” moment so that they truly understand the reason why behind change. And importantly you have to be able to say that your change communication can be measured by the impact on business outcomes. If you can’t do that, then as I always say, you are simply communicating information about the changes you are not engaging employees or leaders in the process of change.

    Pending redundancies, restructures, productivity improvements, change of business strategy should come as no surprise to anyone because your change communication approach should always be focussed on business and how what I do as an employee, as a leader or team member, contributes to the current business situation. Do this well then you catch the problem early and can involve everyone in solutions.

    The days of whisking away leaders to decide the new direction and then returning to tell the troops should be well and truly over. If you want change communication to produce outstanding results you design a plan that engages employees. In all my years consulting I can tell you that employees are sitting there, observing the obvious, waiting for the opportunity to tell you exactly what needs to be done to improve process, customer service, product development, competitor advantage, whatever. It is never leaders who have this wealth of information, it is those employees at the coal face who are the untapped resource that most CEO’s for some reason continue to overlook and fail to engage in the process of change.

    Recently I asked you what your greatest challenge was when communicating change. Without exception each response had the lack of ownership by leaders to communicate change as the core issue. Many other issues stem from this and adversely impact change communication strategies. In the coming weeks I will address the common themes, why I think the problem occurs and what you can do differently to achieve the engagement results you are after.

    As always I appreciate your comments and will respond to them here.

    Marcia

    3 examples of the difference between internal and change communication

  • Monday, April 29th,2013
  • If I were to pinpoint the key difference between internal communication and change communication it is that the first informs the latter engages employees. Often I talk about the need to embrace face to face dialogue for communicating change, but it is important to understand that this is more than just team briefings or CEO […]

    If I were to pinpoint the key difference between internal communication and change communication it is that the first informs the latter engages employees. Often I talk about the need to embrace face to face dialogue for communicating change, but it is important to understand that this is more than just team briefings or CEO forums. What I am talking about is the developing a fully thought out activity being very clear about action outcomes and measured by business results. Because it is about doing something as a result of the face to face engagement not about telling employees about a change. And most importantly build into the process how leaders will drive and own the change communication activity. Here are some examples:

    1. The Customer Experience – A managing director who at his weekly executive meetings invites a key customer to discuss the customer experience from their perspective and why they would consider moving to another supplier. It engages everyone around the table to understand that each aspect of what they do, whether it is billing, product, service quality, call centre assistance, and all touch points with that organisation that customer service is the whole experience. You then take that first conversation and define a specific activity and process to be driven throughout the organisation to focus on changing the customer experience. This is instead of just posting an article about why it is important on the intranet.

    2. A program focussed on linking customers with staff in a face to face event and having staff ask the question, what is it that we do now that if we do even better you will always use our services and products. You then take that information and design a program that engages employees in designing and implementing solutions. This empowers employees to own and control the change rather than change being done to them.

    3. Annual results – instead of just posting them on an intranet site or the CEO discussing them at a staff forum or town hall you actually teach employees about how to decide whether to invest in a company. You then turn your attention to your organisation, review the financials together and ask the team to start examining ways to improve the bottomline by growing the business. Then you design an activity that may be six months in duration but is focussed on achievement of business outcomes. Now employees have the opportunity to be clear on improvement activities because the truly understand the reason why.

    Engagement is not about reading or listening, it is about doing. Design a change communication strategy that has processes, actions, activities, reward and recognition, is measured by impact on business outcomes and impacts all levels of the organisation and you get engagement. Design the content for intranets, CEO forums and emails and so on and you get a well informed workforce ready to move forward with the engagement process. The two go hand in hand, you cannot inform without engagement, you cannot engage your workforce without information. Change communication is specific alignment of the two focussed on agreed business outcomes and achievement of business strategy. Most importantly you need to be creative and specific in your design of the change communication activity as it needs to be directly relevant to your organisational culture.

    As always I am interested in your thoughts and experience with change communication strategies you have implemented. Feel free to share them in your comments on this blog.

    5 reasons change programs fail

  • Sunday, September 16th,2012
  • You would think with the number of times organisations embark on change programs that they would eventually get it right. But many things get in the way, not the least of which is thinking that change is common sense and everyone has the answer. And for those of us who lead change we know that […]

    You would think with the number of times organisations embark on change programs that they would eventually get it right. But many things get in the way, not the least of which is thinking that change is common sense and everyone has the answer. And for those of us who lead change we know that this is not the case, change is difficult, it is different for every organisational culture and needs to be approached objectively.

    Here are five reasons change programs fail and what you can do about it.

    1. Embarking on change collaboratively. Now I know in many instances, particularly downsizing there will be those staff members who want no part in it and will do all they can to ensure it doesn’t happen. But you cannot decide that because of a few the organisation will impose change on all employees. Change efforts fail because they are initiated and managed somewhere in head office and done in isolation. The most effective change initiatives look around the maze of naysayers and disenfranchised employees and find ways to work with them so that they own the change. This is the only way a change program will be successful.

    2. Process changes behaviour and it is not enough to say to leaders in the organisation you must engage employees in this change program. As naïve as it is, I see it happen all too often. To engage leaders to lead the change you need to give them something specific to do and be accountable for. Change is difficult regardless of whether you are the CEO of an organisation or a frontline employee. Given that the best change programs are leadership driven you need to ensure that there are specific processes and accountabilities in place to ensure that engagement happens. Alongside leadership engagement are staff contributions to support change initiatives – this is the tipping point that changes the degree which transformation occurs in organisations.

    3. Leadership capability is essential because as I mentioned the best change programs are leadership driven regardless of whether it is the CEO or frontline supervisor. Employees will always look to their manager and the capability of the leadership team to drive the changes. So a key component of any change program is to ensure that leaders know how to lead transformation initiatives with their teams and become supportive of innovative ideas.

    4. Many times the key messages communicated to staff during transformation programs are the need to change the way we do things. Sometimes unintentionally the message is heard that they way we do things is wrong and we need to improve. Successful change programs focus on what is good about what we do and how can build on this. By focussing on positive messages and finding creative ways to communicate them and not relying on online tools, you have a much greater change of encouraging employees to participate and support change initiatives.

    5. Change is never owned by the change team. The role of the change team is to provide the tools and techniques to enable transformation to occur within the organisation, change has to be owned by the leaders and employees within the organisation. If you stop and assess your current change programs, ask the question, ” When the change team ceases to exist will we have transferred capability and appetite to drive change within the organisation?”. If the answer is no, then your change program will surely fail as it will only be transactional and not embedded into the culture of the organisation.

    Whether you are restructuring, downsizing, merging with another organisation, or implementing new IT systems and processes, avoiding the above five reasons why change programs fail is key in any organisational change context to ensure successful transformation.

    The role of leaders during change

  • Sunday, July 1st,2012
  • One of the critical pieces of any change management program is face to face communication. The role of leaders during change is very different from business as usual. It requires a greater physical presence amongst employees to reassure them that their concerns are being heard at the top of the organisation and conversely that the […]

    One of the critical pieces of any change management program is face to face communication. The role of leaders during change is very different from business as usual. It requires a greater physical presence amongst employees to reassure them that their concerns are being heard at the top of the organisation and conversely that the CEO has the opportunity to find out what is really going on.

    This is why leadership competency in communication is so important, because from the top down people model behaviours including leaders on executive teams and right down to team leaders. If the CEO doesn’t communicate then it is likely others will follow her lead. There are two types of change in organisations, the first is the downsizing change, the other is about organisational transformation, and sometimes one follows the other.

    Here are some tips about what leaders can do as communication change management skills come to the fore.

    In a downsizing situation staff just want to hear from the leader. If there is nothing to say about the detail this doesn’t matter. In all cases I find employees just want to have access to the person at the top who they attribute to making the final decision whether that be accurate or not. So what does the face to face communication consist of? This is the easy part, transparency. Employees just want to know why downsizing is taking place and when they will find out if they will still have a job. At this stage very few will be listening to any commentary on strategy, first and foremost want to know about their financial security. Once this is part of the change process is over, you need to move to strategy fast so that employees are clear on the road ahead and the opportunities to build on a solid foundation.

    The second change scenario is organisational transformation, whether this is a new strategic plan, merger or acquisition, entry into new markets or new product lines or systems. Here the conversation is about the vision, the way the enterprise connects to achieve that vision and the importance of each area within the organisation to support it. If employees can contribute to change based on what they do having some impact on business decisions, real time measures such as sales or customer service feedback are an excellent tool for measuring how well your change strategies are working. Sharing business information always creates a motivated and focussed workforce rather than one where people come to work, do their job and have no idea how they contribute to the big picture.

    So as an easy checklist all you need to do first is consider the audience and what they want to know, what information and engagement strategies will make it easier for them to understand the reason why change is happening not what is happening. Whether you are implementing a new IT system, entering new markets or merging with an organisation, when focussed on articulating the why, transparency and openness will always be the outcome.

    I’m interested to hear about your change strategies, please share them here with us.

    Enterprise wide change – the how, what and why

  • Monday, February 20th,2012
  • Change management is such a widely thrown around term these days. Everyone is a change manager, HR, Organisational development, Employee Communication, Operations Managers, Project Managers, IT managers…the list goes on. None of these roles in my view are change managers, what they do has an impact on changing something, whether it is roles, capabilities, productivity […]

    Change management is such a widely thrown around term these days. Everyone is a change manager, HR, Organisational development, Employee Communication, Operations Managers, Project Managers, IT managers…the list goes on. None of these roles in my view are change managers, what they do has an impact on changing something, whether it is roles, capabilities, productivity etc, but essentially the core skill is what their title implies.

    We all know that projects have “change managers” on them to help design and implement the changes that the project is focussed on. However the most significant contribution change managers can make to an organisation in my view is enterprise wide change. This is where there is a significant difference from change on projects as the focus is on helping the organisation manage the implementation of strategy across the organisation.

    Essentially you are the conductor of the orchestra ensuring that there are no wrong notes played during the performance. It is about change governance and essentially risk management for the entire organisation.

    So what does an enterprise change manager do? Here are a few of the key responsibilities:

    1. Provide an overview of dependencies between key projects, if one project is delayed what is the impact on another project and therefore risk.

    2. A change management heat map, how many key projects are on at any one time, can you identify the key stakeholders that will be impacted for each, when will they be impacted, is it all at once or transitioned over a number of months, is the change process manageable?

    3. Key high level risks and issues from an enterprise wide perspective, what are they, who is managing them, what are the mitigation strategies?

    4. Enterprise wide communication to all stakeholders, are you helping them connect the dots or hoping they will figure it out for themselves. If the organisation has no idea why it is doing what it is doing it is difficult for stakeholders, whether employees, customers and suppliers to understand what direction the company is headed and how it is all coming together.

    5. Integrate change with business as usual. At the enterprise level it is not about a series of projects with names that have start and end dates it is just about business, if the organisation doesn’t innovate it will go out of business so it is about keeping the focus on leading and managing the business with an overview of business activity at the enterprise level.

    6. And most important of all…make change happen. You need to be able to advise how to get traction with strategy, there are so many variables that can stop momentum, the most common is resilience by leaders to keep on with the change process when there is noise coming from all corners about why it can’t happen or the risks associate with it.

    We all know of projects that have been going for years with no real progress, I am constantly amazed at the efforts that some people go to, especially at leadership levels to make sure that nothing changes. And that’s because the engagement process has been poor from the outset, there is fear of the unknown, they feel it is being imposed rather than engaging their experience and knowledge and it is “safe” staying with the status quo. Helping organisations get traction with strategy means that you see behaviours before they have an impact on change and advise on action to be taken to help move innovation forward. Enterprise change is at its core about change governance and making it happen.

    Some of Marcia's Clients

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