Client Examples |
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Our experience includes the following sectors; Financial Services, Banking, Health, Resources, Retail, Education, Logistics, Telecommunications, Insurance and Government as well as many others.
The following are just a sample of the types of projects we have been engaged by clients to work on.
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Financial Services – Total Organizational Transformation Program |
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| We designed communication strategy for employees that focused on the case for change, the details of impact on staff, and the future state design. Future state design included new ways of working as cross functional teams instead of silos, sales via a call centre instead of the existing face to face sales force, embracing new Information Technology systems and understanding the reason for the new systems, not just how to use them. |
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| Despite significant downsizing and nine new competitors in one year business writings increased by 25% whilst decreasing the relationship sales force by 50% |
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| In this instance we worked with key senior stakeholders including the CEO and the Senior Management Team and the business transformation project team and included coaching the Executive team on communication skills in delivering the news about closure of state offices and staff reductions as well as the positive focus on future state design. |
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Resources Sector – Talent Management |
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Working with all levels of management and staff in this major resources organization the goal was to change employee behaviour to adopt an online learning model instead of traditional classroom learning formats. |
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The online learning model we developed has now been adopted worldwide as the learning platform for this organization. Once this change strategy was officially launched we achieved 90% acceptance by staff of the online learning model – exceptional as most had not used a computer or online learning modules before.
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Once we were briefed on the business imperative, including budget constraints and the desire to create a more computer literate workforce we spent time at the various sites to meet with staff that worked at all levels and to find out how they do their work, the value of training to them personally, what would make a difference and what their concerns were. We then developed the change communication strategy which included coaching staff to assist other staff in using the online learning tools by establishing computer kiosks at various sites.
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Insurance – Organizational Alignment With The Corporate Vision |
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| We were asked to design a change communication strategy focused on engagement of employees at all levels with a new vision for the organization. The audience included the Managing Director, his Executive Team, the wider Leadership Group, Supervisors and employees. |
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| We conducted a major research study across all divisions and levels to identify current communication issues, formalised a cultural map and identified the level of employee engagement. Subsequently we used this information to develop the communication strategy to change the culture to become retail focused; prior to this the organization was focused on bill payment and collection. |
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| Based on this research study we developed and implemented an employee engagement communication strategy linked to achieving improvements in customer satisfaction and therefore increased revenue. This was measured by branch outcomes and enabled via action learning teams. Customer market research data was used to measure the degree of alignment between what customers thought and what staff thought customers thought regarding the level of customer service. |
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| Finally we developed a three year change communication strategy which addressed employee engagement and the business measures based on the outcomes of the initial research. |
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Retail Sector – Creating A Customer Focused Culture |
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| We developed a change communication strategy with the aim of creating a customer focused culture, to reduce the significant attrition of staff and to improve individual site business profitability outcomes. |
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Working with the General Manager – Retail Division, Territory Managers, Store Managers and Store staff we reviewed business issues with the General Manager and together identified information on profitability and sales that could be shared with employees. |
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We designed a change communication strategy that would be workable and achieve desired outcomes as these sites were 24 hour operations so the same method had to include allowance for night shift staff. |
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The communication engagement strategy developed focused on sharing individual site business outcomes with each team and allowed each employee to make process improvements to improve bottom line outcomes – the design of the strategy was based on the work environment. We also developed specific communication activities for Territory Managers to ensure they were responsible for the change process. |
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Government Agency – Merging With A Government Department |
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| In this situation we were asked to assist with a change communication strategy as this government agency was being merged into a new Ministry. There was a change of government and with that a new policy focus, so the agency was concerned that employees would feel confused about the mission of the agency and therefore confuse their clients. |
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We spent two days onsite working in partnership with the Corporate Communications Team to develop a change communication strategy. As the agency had a very strong identify amongst its staff and in the community the aim was to maintain that identity whilst also adopting the positive aspects of being part of a larger Ministry of Government. |
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Development of a change communication strategy that focused on key messages, stakeholder mapping and engagement of employees with the merger was the focus of the onsite workshop. |
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Member Based Service Organization – Managing a Major Organizational Restructure |
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| This organization had a new leader appointed, a new executive team and significant changes to the organizational structure. The focus was on information to employees when changes had been decided by the CEO and there was no engagement strategy in place. The new senior management team had an approach of decide and then tell when it came to change. |
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We were brought in to work with the Communications Team on designing a change strategy that included as a key focus the new leadership team and designing specific communication tools and activities that they could embrace to communicate change. The other objective was to encourage greater interaction between the new executive team and the employees so that direct communication could take place. Once we partnered with the organization and had the strategy in place there was a road map to follow which was low cost but had significant impact on the engaging employees in the process of change. |
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