Change & Organisational Performance European Practice
Practice Overview
High performance organizations and employees are the prerequisites for business success
In order to perform, organizations must: 1. Have a clear strategy and a compelling vision 2. Continuously develop a communicating and change ready culture 3. Have engaged and committed employees 4. Continuously drive, implement and adapt to change 5. Attract skilled talent 6. While integrating all of these efforts into one brand platform
Burson-Marsteller’s Change & Organizational Performance Network helps clients achieve high performance
Our Approach
Organizational Communications
Employee Engagement and Commitment
Change Communication
Employer Branding
Company Branding and Values
Vision and strategy Creation
Many types of products for each area
Process and facilitation (workshops, etc.) Involvement or engagement programs Envisioning programmes (strategy, visions and values) Values, visions (missions) & positionings Strategy, communications plans, communications concepts Analysis and measurement stakeholders, company cultures, communications channels, penetration of messages, line communications, commitment, understanding
Culture measurement and due diligence Line communications (training, etc.) Internal communications programmes Training and learning (materials, games, work shops) HR tools Recruiting and employer branding Internal brand building
Examples of different offerings Assessment
Strategic Thinking
Planning
Implementation
• Assessments of internal awareness, understanding, perceptions, and behaviors • Audit/assessment of comm’s function effectiveness, of comm channels’/ vehicles’ impact • Communications skills assessment and core competency identification – for the comm’s function, for leaders across the organization • Establishing internal comm’s measurement programs
• Vision, mission, values, strategic direction development • Articulation of core messaging, business case for change • Employee alignment/ engagement strategy development • Internal comm’s strategy development • Internal comm’s counsel • Leadership coaching on change/ internal comm’s issues • Alignment of HR and Communications functions to support change programs • Research/“white papers” on change and communications issues
• Engagement/internal comm’s action planning • Comm’s function improvement recommendations/ action planning • Communications channels/ vehicles redesign • Change champions/ sponsors program development • Thought leaders program development • Learning program development • Reward and recognition program development • Retention program development • Internal feedback program development
• Implementation and management of change/ internal comm’s programs • Leadership forums and development programs • Learning sessions • Internal editorial strategy, writing, and production • Executive speechwriting • Internal advertising campaigns • Internal toolkits • E-channels content/design – Intranets, Video E-mail Series, etc. • Facilitation • Event management
The ‘Change triggers’
New strategic directions, visions, values, business strategies
Organizational restructuring, relocations, closings, lay offs
Brand launches, re-launch, repositioning
Crises
Large-scale process and technology improvements
Mergers, acquisitions, or divestitures
Recruiting and retaining a high performance workforce
Leadership transitions and development Out- or insourcing Low motivation, decline in productivity
Improving the value of the communications function
New products, services etc.
New work procedures, IT systems
LEAN, TQM, Six Sigma
Improved performance
19.4% Companies that communicate effectively have a 19.4 % higher market premium than companies that do not. Source: Effective Communication: A Leading Indicator of Financial Performance 2005/2006 Communication ROI Study™
85% Of companies say communication during their merger was poorly managed. Source: Devoge, Hay Group
50% of all mergers fail because of people issues.
Source: The Art of M&A Integration, industry literature, Roffey Park Management Institute, McKinsey
Companies with a majority of engaged employees have
38% higher customer satisfaction
22% higher productivity
27% higher profits
33% of employees understand and live the business strategy Source: 2005 IABC Research Foundation
Than companies with a majority of disengaged employees Source: Effective Communication: A Leading Indicator of Financial Performance - 2005/2006 Communication ROI Study™
Employees shape the future – and make Aller publishers top line news •
Years of success had made the magazine giant Aller introvert and a little dusty. When circulations started to fall, it was time for a change of course.
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With the help of Burson-Marsteller, the new CEO chose to put the employees in the driver’s seat.
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Burson-Marsteller developed a strategy process in close co-operation with Aller’s CEO.
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After a very visible kick-off meeting, the 70 managers were divided into six groups which each got a strategic question to answer.
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While the managers were thinking, the CEO communicated about the project to the other employees on his newly created web-log, or Blog, on the Group’s intranet. Later on, when the strategy was finalized, it was launched very visibly.
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The • • •
new strategy has already resulted in: a number of new products the company’s managers have started to collaborate more together across the old units. much attention in other Danish media. All of Denmark’s leading business media have already had large feature articles about the process and Aller’s revitalization.
Internal communications support to help global expansion
The Swiss sanitary technology company, Geberit, has expanded rapidly throughout most of the world. But the internal communication had a hard time keeping pace.
When general knowledge about the company strategy and goals declined with employees outside Switzerland, the business was suffering.
Burson-Marsteller put the internal communication back on track, set up efficient communication channels and helped Geberit overcome the information gap between top management and employees.
The project took internal communication global in Geberit. Processes were streamlined, e.g. by outsourcing the editing of the internal communication tools to an external freelance journalist and enhancing internal distribution channels.
A brief internal survey showed that the focus on renewing the content of the communications products also paid off. Geberit’s communications department and Burson-Marsteller received very positive feedback from employees and management.
Focus on the future after a hard time
After several years with big organizational changes, an acquisition and several rounds of Rationalization programs, the employees and managers in Pfizer Denmark were worn down. With the help of Burson-Marsteller the organisation got a new vision and new objectives.
Burson-Marsteller prepared a classic cascade model when first the top management, then the middle manager and lastly the employees were involved in the creation of the vision and objectives. Everyone was involved and affected the result.
The process was divided into several phases: Pfizer Management mapped all their dreams, objectives and wishes for the future. The managers prioritized the stakeholders who were to take part in the objectives for the future. A communications platform for the future and the objectives and vision were visualized.
A two-day seminar for departments was held where everyone together had to find out what the vision and objectives meant for their department.
By making the vision come alive and “playing” with the strategic goals and objectives, all employees learnt about the Pfizer of the future.
Common values and objectives increase job satisfaction and cooperation •
In a few years, Experimentarium® has become one of Europe’s leading science centres. But the explosive growth made demands on the organization.
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Together with Burson-Marsteller, Experimentarium got a common base and new objectives which increased the job satisfaction and put focus on the business.
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Experimentarium’s management asked Burson-Marsteller to start a process which should: • make the employees work together towards the same objectives • ensure that all employees got accustomed to the new values and objectives so that the visions are actually implemented.
Through interviews of employees and Experimentarium’s stakeholders, Burson-Marsteller found out that Experimentarium’s challenge was that the organization did not have a common identity across the departments and the many different types of employees.
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By involving the employees in the process and reinventing an old children’s game, the organization regained a united approach.
The values were introduced to all employees at a large value day when all senses were put into use for everybody to get to know and live the values.
Finally we made a workshop for the management which made a number of fundamental decisions about how the company could become more efficient and value creating in the future.
The results? Measurably increased job satisfaction with employees.
Targeted image campaign boosts number of job applicants to McDonald’s
McDonald’s employees love their job and the company has several times been among Denmark’s Best Workplaces®.
Even so it was difficult to find new employees – and especially qualified managers.
Through focus groups and interviews with employees, Burson-Marsteller revealed what potential and existing employees really wants.
The campaign basically only ran the very simple and direct messages that the research proved to hit the target group.
Results: The campaign website has from Sep. 2006 till now been visited by 80,777 unique users (5 million Danes in total) From Q3 to Q4 2006 the quote: “Good employer” in the external image survey rose by 39% In first six months, McDonald’s handed about 30,000 recruitment leaflets / Application forms out – as many as in the preceding 4 years
The project was nominated for the Danish Internet Awards 2006, The Danish Communications awards 2007 and The European Communications Excellence awards 2007.
Our team in Europe
Bo Ă˜ksnebjerg Denmark +45 33 32 78 78 bo.oeksnebjerg@bm.com
AndrĂŠ Wigger Germany +49 (0)69 2 38 09-49 Andre.wigger@bm.com
Aafke Huininga Netherlands +31 205795953 aafke.huininga@bm.com
Marion Starck Switzerland +41444558444 marion.starck@bm.com
Maria Sennels Denmark +45 33 32 78 78 maria.sennels@bm.com
Dr. Michael Rust Germany +49 (0)69 2 38 09-23 michael.rust@b,.com
Jan Glendrange Norway + 37 23 16 45 00 jan.glendrage@bm.com
Chantal Bowman England +44 207 3006237 chantal.bowman@bm.com
Eric Gerritsen Italy +39 0272143570 eric.gerritsen@bm.com
Sara Blazquez Spain
Michelle Boivin France Michelle.boivin@bm.com + ?? 01 41 86 76 56
sara.blazquez@bm.com