Over the last few months, we’ve surveyed the membership a lot (thank you for helping us out, by the way). And those that we’ve talked to seem to agree on one big thing: 2012 is going to be a year of change. We explored a few things that might change last week.
But no matter what changes, it’ll be important that firms are ready for what’s coming around the bend. Marketing has a key role to play in driving change internally, and to get ready for what might be a tumultuous year, here are a few examples of how member companies have done just that:
International Truck and Engine’s Strategy Support Groups. New customer behaviors and market realities often make it necessary for companies to rapidly implement new strategies – but change fatigue is real, and traditional techniques don’t always create the atmosphere of high employee/manager engagement necessary to push changes through.
International’s marketing and communications teams came up with a novel approach: small “support groups”, designed to help managers internalize strategy and advocate for it with their staff.
Standard Chartered’s Brand Values Activation Team. Shifts in brand positioning are a particularly difficult form of internal change; employees internalize brand attributes even more than consumers do. Typically, companies try to drive internal adherence to new brand standards through centralized communications campaigns – but they believe that such a campaign wouldn’t engage employees well enough to drive new behaviors.
Similar to International Truck and Engine’s small-group oriented strategy, Standard Chartered created a “brand values actvation team” that culls enthusiastic, change-oriented managers from around the organization, and co-opts their passion to spread new standards to the rest of the firm.
Novelis’ Solutions Innovation Gameboard. As markets loosen up, and as recessionary habits begin to fade away, innovation will be a key element of re-capturing wallet share. But a lot of times, innovation efforts are poorly structured – and the result is incremental changes in product or service offerings, nothing that captures the market’s imagination.
Realizing that their traditional innovation process was freezing out the voices of lower-level employees, Novelis’ marketing department developed a game-based ideation session that creates an engaging setting for identifying, evaluating, and further developing a broad range of early-stage ideas from the entire employee base.
MLC members, want to learn more about Marketing’s role in organizational change? Check out our internal communications and NPD/innovation topic centers for the latest cases and studies on these topics.