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.

Also speaking of results I am not interested in results such as awards for well designed intranet sites, number of visitors to portals, the number of people that turned up to a CEO presentation or later said it was good or the worse I have seen, asking staff to recall what the key points were in a presentation.

And the reason why is that none of the above can directly be linked to bringing about results in terms of business outcomes, all they will ever do is measure the quality of your information strategies not your communication strategies and the difference is huge.

A bit provocative – let me explain why.  Let’s suppose you are meeting with the CEO of your organisation, his concern is that the value he is looking for from change communication is that you have been able to connect with the audience, that you have been able to engage them, bring them to that “Aha” moment when they finally understand why things are changing and what they can do differently to contribute to this, the what is the easy stuff, it is information, it engages no one it simply informs them about what is changing.  Even if you write stories, post interview videos online all about the why as well as the what, unless you design strategies that can be measured by business impact not by readership then your change communication strategies will not produce exceptional results.

Here’s a simple example.

The Business Objective:

This hospital wanted to cut costs while at the same time ensuring that its patients were not adversely affected by the changes.  The hospital was also a major provider of healthcare in a small community, so it was essential that its reputation of high-quality care was not reduced.

The Method:

The hospital wanted to ensure that its personal care remained at the highest standard.  So they sought feedback through focus groups, telephone surveys and directly contacting the carers.  Three key attributes in patient care emerged as the main contributors to patient satisfaction.  The hospital staff concentrated on improving these three areas while simultaneously reducing costs. Cross-functional teams were then established with employees who volunteered to take part.  An employee with strong project management skills was selected to lead each team.  They then presented management with a list of options to improve the experience of the patients, with details of the costs and timeframes for implementation.  Agreement was reached on the changes and the senior management team ensured line managers were not barriers to the implementation.

The Outcome:

As a result of the changes implemented, patient satisfaction rose to 98%.  This significantly high score contributed to a great lift in employee morale and increased motivation despite the cost-cutting activities. Employees were directly involved in implementing the improvements, and a staff survey indicated greater levels of job satisfaction.

Now the usual change communication approach would have been a CEO forum where the head of the hospital would have explained to employees why they needed to cut costs, then updates would be provided via email and the intranet on changes, there would have been face to face communication between team leaders and staff on cost cutting – all of this would just have been information.  But by communicating and engaging the audience, both staff employed by the hospital and carers a change communication strategy was implemented that could be measured by achieving the business objectives.

In my manual, The Future of Employee Communication – 50 Case Studies of Excellence you will find more ideas on exceptional strategies you can implement that can be measured by business outcomes.

I look forward to reading your comments on strategies you have implemented and how they contributed to business results.

Take for example a sales division, this most likely will have a different culture from the IT department just based on the skill set, the type of work and environment in which employees work therefore the best approach is to define specifically what will work within an organization not the organization as a whole.

Here are 5 tips to get you started.

1.       The first is to understand the business context.  This goes almost without saying that you need to understand what the business reason is for the change, what are the business impacts both within the organization and externally and what is the goal and vision for the organization as a result of the changes implemented.

2.       What is the scope of the change, is it a new way of doing business, new technology, new markets, or a new organizational structure?  These are just some of the questions you need to ask as the impact will be on employees and other stakeholders and by analysing the impact you will understand begin to understand the scope of your change strategy.

3.       Once you have done this analysis you are ready to identify the best approach to implement the changes.  This includes the communication strategy which is nearly always about information, the engagement strategy which is about designing activities aimed at getting the buy-in and support of all levels of employees including the leadership team and then identifying the business measures.

4.       Implement the change strategy for all levels including the leadership team and assess continuously and monitor the success or otherwise of change interventions and alter as the need arises and continue to measure.

5.       Change should be seamless and become part of business as usual activities.  Where change processes fail is when they are labelled and treated as something happening over there and separate to the business.  Seamless integration into the new way we do business is the most difficult but necessary aspect of managing change so ensure that the engagement activities designed in step 3 are designed to become a new process so that behaviour changes.

Change management is difficult, stories abound of change strategies that fail, either due to lack of support by the leadership team, the inability to explain in very simple terms that mean something to individuals why the change is occurring and the miscalculation in timing of the change interventions whether they be key messages or engagement strategies.  To find out more about how to implement change and engage employees click here.

Today we’ll explore a few case studies that illustrate how this can be implemented regardless of your industry sector.

Healthcare Sector Case Study:

The Objective:

This hospital wanted to cut costs whilst at the same time ensuring that its patients were not adversely affected by the changes.  The hospital was also a major provider of healthcare in a small community, so it was essential that its reputation of high-quality care was not reduced.

The Method:

The hospital wanted to ensure that its personal care remained at the highest standard.  So they sought feedback through focus groups, telephone surveys and directly contacting the carers.  Three key attributes in patient care emerged as the main contributors to patient satisfaction.  The hospital staff concentrated on improving these three areas while simultaneously reducing costs. Cross-functional teams were then established with employees who volunteered to take part.  An employee with strong project management skills was selected to lead each team.  They then presented management with a list of options to improve the experience of the patients, with details of costings and timeframes for implementation.  Agreement was reached on the changes and the senior management team ensured line managers were not barriers to the implementation.

The Outcome:

As a result of the changes implemented, patient satisfaction rose to 98%.  This significantly high score contributed to a great lift to employee morale and increased motivation despite the cost-cutting activities. Employees were directly involved in implementing the improvements, and a staff survey indicated greater levels of job satisfaction.

STEP-BY-STEP GUIDE

STEP 1:

Identify whether your customer research can indicate top three factors that will have the greatest impact on customer satisfaction.

STEP 2:

Involve employees in the implementation of some of these changes.

STEP 3:

Measure customer satisfaction and communicate this to employees.  It will be an endorsement of their efforts and thus improve staff morale.

Media Sector Case Study:

The Objective:

This media organization was concerned that as it grew, the level of customer satisfaction varied considerably across the businesses.  The organisation wanted to dramatically improve its service levels and to become more customer-focused, but they also needed to involve employees in the process.

The Method:

The first aspect of the project was to survey employees in focus groups about what they thought the level of service was.  The survey highlighted interesting results:  most employees felt that red tape hindered customer satisfaction; half the employees commented that excellence in customer service was not recognized; and, a large number of employees felt that managers did not focus on customer satisfaction.   The focus group results highlighted the areas for improvement.  The first was putting together cross-functional teams to identify opportunities for eliminating red tape and improving customer satisfaction.  Then, the employees designed what they felt were appropriate reward and recognition for excellence in customer service.  And finally to address the issue of managers not being focussed on customer satisfaction they were integrated into the cross functional teams and had accountability for making them successful.  The approach was driven by the CEO and the executive management team.  It created a focus around customer satisfaction that permeated every aspect of the customer experience and was the main driver of the organization.

The Outcome:

Over 150 ideas on ways to enhance customer satisfaction were received from the cross-functional teams. Nearly all the suggestions were implemented, which reinforced the support the organization had for the project.  Continued focus on customer satisfaction reinforced it as the key driver in the organization’s culture.

STEP-BY-STEP GUIDE

STEP 1:

Conduct some focus groups and find out what employees think about customer satisfaction levels.

STEP 2:

Implement cross-functional teams for employees to address some of the issues raised in the focus groups.

STEP 3:

When designing a rewards and recognition programme, give employees the opportunity to indicate what would be a motivator for them.

Strategic employee communication is so much more than updating intranet sites, organising CEO forums, company blogs and sending out information via email.  The true value is in finding ways to engage employees by doing something differently and seeing the direct impact of the decisions and actions that they take at work.  For more case studies click here.

Basically groups of 8 – 10 people are selected with the same selection parameters such as job level, type of job, or with customers of the market segment they represent.   When interviewing employees using focus groups you need to compare the outcomes of different groups, i.e., sales managers, sales representatives, call centre sales staff. This will provide a more accurate indication of what all levels of employees who interact with a particular customer segment consider an accurate reflection of customer opinion.

CHECKLIST FOR IMPLEMENTING FOCUS GROUPS

When implementing focus groups for an employee communication strategy you need to do the following:

• Be aware that focus groups are not the same for each organisation, they need to be tailored to suit individual circumstances

• The focus groups should be held in like groups, for instance managers in one team, supervisors another, employee groups by department in others

• You should interview 10% of the employee base where possible to form an accurate sample of employee views, alternatively if you have a large number of employees, then at least a representative sample will provide the data to form the basis of a questionnaire

• When focus groups with employees are held there is a perception that something will happen as a result.  Therefore you need the support of the CEO and reinforce that the reason for the focus groups is supported at the highest level in the organisation.  For instance you maybe about to implement a customer focussed strategy and the focus groups will provide you with the data you need to set the platform for the project.  The worse case scenario is setting expectations amongst employees and then not delivering and with focus groups as the employees have taken time out from their work and participated in discussions they will expect to see an outcome

• Greater objectivity is achieved when the focus groups are conducted by an external firm as participants are more likely to open up and express the way they really feel

THE MAIN STEPS IN FOCUS GROUP RESEARCH

1. A planning meeting to identify the objectives, problem areas and scope of the research
2. Guideline timetable to develop the selection of focus group participants and timetable for interviews
3. Individual management interviews
4. Preparation of the employee communication strategy
5. Presentation of findings to senior management
6. Implementation of recommendations

STAGES OF THIS RESEARCH

Management Interviews

A minimum number of individual half hour interviews with management are held to find out what they think about the issue you are researching and what level of employee involvement they would support.

Employee Focus Groups

Ten percent of employees from all areas of the company are interviewed in focus groups, eight to ten participants in each group.  Each session is of one and one half hours duration and rather than a structured questionnaire being used, a subject outline is introduced and questioning follows on from this point.

Focus Group Research Interpreted

When interpreting the findings from the management interviews you need to identify what they will support in terms of employee involvement programs and why or why not, opinions on the business issue you are researching and the basis for that view.  The focus groups will provide you with trends in answers and also indicate which areas of the organisation are most supportive and enthusiastic and will be a good starting point for your strategy.  Focus groups of employees will provide you not only with information about what they know about a new initiative but also on what basis they have come to that conclusion.

The most important piece of information for any employee communication professional is to find out why employees have a certain view on a particular topic.  Once you know this you can start to put together the pieces like a jigsaw puzzle and will quickly identify the key pieces that are missing.  It is on this basis you then put together your employee communication strategy for any new initiative, whether implementation of an IT system to major business transformation.

1. Implement team briefing.

Ensure that regular meetings take place with consistent messaging that incorporate change with business as usual activities. You can easily dovetail messages about the system changes and the reason why they are happening by connecting to the everyday business transformation that is going on.  By ensuring consistency in messages team briefing allows you to ensure the focus remains on change and most importantly the reason why.

2. Link to customer service feedback and measures.

There are some powerful ways of linking the customer experience to innovation and change at the workplace. Access to market research on the customer experience can be a great starting point for wider business as usual transformation.  The changes implemented are then measured for improvement in the customer research taken again six months later.

3. Connect with the wider business strategy.

What else is happening in the organisation, what is the bigger picture of what is changing and why and how will the system change enable some improvements in achievement of the organisation’s vision.   By always connecting to the why the rest of the story will fall into place and the momentum for change will continue because there is always something happening.

4. Identify what employees know about the changes.

Measure feedback via focus groups to find out what employees are actually saying about the changes, what they know, identify what they don’t and what they want to know.  You will only ever find this out by conducting the focus groups – questionnaires will not give you the answers you are seeking. Once you have this information it is easy to continue to plan your strategy to keep the momentum for change going.

5. Celebrate milestones.

It is important to keep reminding leaders as well as employees of the milestones in any change process and why they are significant.  By integrating the general changes in business as usual activities and the specific system changes, this constant recognition of progress will keep the focus on movement towards the desired business goals.

If you keep the focus on business as usual and integrate messages about change and the project’s achievements then all you need to do is a subtle shift in balance when you get into implementation phase after the quiet of the build phase of your Information Technology system change.  To have all the detailed information at your fingers tips on how to do this visit http://www.marciaxenitelis.com/products.html and scroll to the end of the page and order the complete employee communication kit and save 10% on the purchase price.

With most topics we communicate it logically from the top – the CEO down and we think that we’ve done a great job because everyone at the front line is understands how their roles connects with the organization’s focus.  And in most instances we have feedback loops to check whether the audience understood what we have communicated.

However I suggest that the real value in employee communication is the horizontal conversations that we often neglect.  For more examples of what I mean by horizontal communication that demonstrates the enterprise wide story click here. This is what gives an enterprise life because the focus in how the sum of each contributes to the whole.

Instead of focussing on silos by division everyone starts to focus on the enterprise as a whole.  Here’s an example of what I mean in this case study from the motor industry.

The objective

This organization decided to use videoconferencing to reach five of its major corporate offices.

The company was introducing a new vehicle line, and wanted to spread the news on how excited the employees were about it to their dealer network. Although they could have chosen a newsletter or DVD to get this message across, it would not have been as credible as this choice. One of the main target audiences was a 400-strong dealer network, and the organization wanted them to see first-hand how enthusiastic the 400 employees at the business headquarters were about this new line.

The Method:

So an interactive link was established between these two groups. The opportunity was there for conversation and direct answers to any questions the dealers might want to put forward. Another key factor to the success of this approach was the installation of television monitors at the organizations’ other four regional offices, which enabled 400 more employees to be included in the dealer meeting for the first time. Although they were not able to communicate with the other two groups, they were able to experience the essence of the company and how it sells its product.

This was the first time the employees had the opportunity to be a part of the organization’s “big picture.”  Another reason for having the employees present was for them to hear the senior management speeches from their location. Therefore, the benefits of this operation were threefold: the dealers were able to feel and hear the employees’ enthusiasm for the new vehicle; the employees were able to see how the company communicated with its dealership to obtain maximum sales; and, the employees and dealers were able to hear the speeches of senior management.

The Outcome:

This approach is as example of a communication approach for companies that want to communicate the enterprise wide story and connect the dots for their audience. By demonstrating to employees the “other side” of the business, specifically marketing and distribution, all the elements that make this organization successful are clearly outlined.

No matter what size organization the concept on communicating horizontally and not just vertically will make a significant impact on your organizations’ goals and achievements of the company vision.  For more examples of how many other sectors have implemented enterprise wide communication click here.

So here are a few examples of what I mean.  Let’s say as part of the change process you decide to undertake a stakeholder analysis.  There are two ways of managing this, the first is to get a template and circulate it via email and ask managers to complete it.  If they have filled out the form they will let you know who the stakeholders are, what their issues are likely to be, how they recommend they are communicated with and how frequently.  Another way of doing a stakeholder analysis is to use the same template but this time with the leadership group in the room facilitate a session where they have to discuss and reach agreement on all of the issues.  This is definitely going to create a more robust conversation and sense of ownership.  After the session as part of the signoff process you distribute the outcomes of the session via email and ask the leadership team to confirm via email that they are happy with the content of the stakeholder analysis. Both of these actions create a sense of ownership and responsibility that you would not have had if you used the first approach and just circulated the stakeholder analysis template via email or completed it by having brief one on one discussions.

Another part of the change process for any project is around risks and issues.  It would be easy for any change manager to sit down and complete on their own or with the HR manager the people risks and issues during any change process.  However you want the leadership team to own the people risks and issues, and even before this step to understand that there are risks and issues regarding employees and they should identify what they might be and what mitigation strategies they suggest.  And then after all of this they assign various members of their leadership team to have accountability to deal with the risk should it escalate as an issue.  So again if you facilitate a session with the leadership team to complete the risks and issues template you are creating another paradigm shift in thinking about their accountability for the change process to be successful.

And this is the difference, it is subtle but the results are significant. You will never achieve engagement with the leadership team for owning the people issues around change if you do all the work for them.  You need to get them thinking, talking, discussing, arguing and finally owning the people issues regarding change if you are going to have any level of real success.

As always I am interested in your comments and feedback about the approaches you have found worked in engaging leaders to own the change process in your organisation.

So the question with strategy is how do you communicate it so that it is a message that employees truly understand and feel engaged with, rather than yet another corporate communiqué with little  connection with anyone other than the leader who requested the message go out.

In my experience, strategy is only communicated successfully when it is integrated with the way we do business at every level.  So what I mean by this is that you should not talk about strategy as if it is something happening over there, but rather integrate it with all your other communication and processes so that it becomes integrated with everything else we do at work.  Whether I am a member of the senior executive team, a supervisor or frontline staff member it is critically important to ensure that strategy is communicated so that each level understands how it relates to the everyday work that they do and therefore how they can contribute to it.

Think in terms of layers, there are many ways of communicating and integrating strategy within your organisation’s everyday processes.  Here are a few ideas that are easy to implement:

1.       Identify how can you integrate the message about your organisation’s strategy and achievements to date in the communication that is distributed by human resources, finance, marketing and operations?  You might consider performance measures linked to strategic outcomes (HR), financial business performance by business unit and state location (financial), marketing campaigns and response rates (marketing) and operational issues.

2.       Consider the key milestones achieved to date with the strategy and at regular team meetings discuss how the next milestones will be achieved based on team performance and contribution to the bigger organisational picture.

3.       Whenever you are communicating the strategy ensure that it is linked to the organisation’s vision and mission – think of it as “connecting the dots” don’t assume employees, even your leaders understand how it all links together. And more importantly always think how to make it relevant to the work people do every day.

If you think of strategy as yet another input into your employee communication then constantly seek information on updates and achievements and how that can be contextualised in a message about the work employees do every day.  I’m interested to share what you do to communicate strategy to employees so welcome your comments.

Senior management provide direction for the strategy, ensure that appropriate resources both people and dollars are available, are focussed and directly involved and aware of all the issues and risks of the project and most importantly provide updates and direction on an ongoing basis.  The role of the change manager is to support this by ensuring that all the other issues that could derail the project are dealt with so that the senior leadership do not back track on the strategy.

Finally to maintain commitment to change all projects needs to be integrated into the longer term strategy and vision of the organisation and for all employees from frontline to senior leadership to understand how the project and their role contributes to the overall vision.  Change is only successful when it is seamlessly integrated into the way the organisation operates, not as an appendage to the organisation.