The importance of storytelling for business change

With continual change becoming the new norm for modern business, the chances are, no matter what industry or sector you work in, that you’ve experienced work-based change first-hand at least once during your career.

Most of us are able to recount our experiences of being involved in change to varying degrees, and we most certainly have our opinions on whether we feel we really understood the ‘what’, ‘why’ and ‘how’.
Let’s be honest, business case language can be fairly dry and statistics can be pretty dull on their own – they aren’t compelling to the majority of the workforce and certainly don’t convey a meaningful story. But, all too often, we hear of organisations who haven’t adequately considered their change story, what it means to the organisation outside of the boardroom, and how they are going to ensure that all areas of their workforce really understand it and get behind it. I’m sure that most of you reading this have experienced business change where you were left thinking ‘why are we doing this, and what does this mean for me?’

So what’s the importance of the change story?

We know that people are much more likely to get on-board with organisational change if they feel they understand the ‘why?’ This includes the reason for change, and for changing right now, what the change looks like, and most importantly – what it means for them.
This means taking the business case as a starting point and turning it into a meaningful, honest narrative which speaks to everyone.

As change and communication experts, we know that you won’t find the whole story in the boardroom. You need to build up a rounded picture, and this could involve desk research (engagement surveys, for example), benchmarking surveys, focus groups and one-to-one interviews with people from the affected teams.

There are a number of ways to extract the narrative and co-create the story with people, building on the business case

  • Find out how things work at the moment – how does ‘stuff’ get done and do people think it generally works well? If there’s a consensus that it doesn’t– why is that?
  • Explain why things are changing and ask how and why the old ways of working can be improved.
  • Explain what will happen if the business doesn’t change.
  • Ask how people think they can go about changing – what do they need to commit to, where will they need support and are there any ‘quick wins’ which can help to get things moving forward.

Read our blog post on Storytelling techniques

Weaving the story into communications and engagement

After the story is uncovered there are a range of options to bring information, like statistics, the business case and details of technology-change to life.

The one-pager

The communications framework is your one-page summary of the story. It will contain facts but also the key messages, the language, and learnings from the engagement and discovery work. Once you have this narrative recorded, your subsequent communications can carry the story and bring it to life.

Smart visual identity

a key part of telling the story is how it looks. A consistent visual identity will complement your core messaging and bring the story to life. This is your opportunity to create something visually compelling which provokes interest and curiosity and helps to bind your communications.

Characters

These give depth to a story and if you use names, department and showcase actual roles, people identify with them and trust the story more.

Using visuals

Infographics are helpful in visually showing statistics in a way that tell a story which involves data, in clear, simple terms.

Build the story as you go along

Building upon the story throughout the change ensures that it stays relevant and helps to keep people connected to it. A great example of this is helping people to create videos of their experiences – it means they get involved in telling the story and owning it. We’ve seen some great outputs from people working on the front line whether on rigs, on the rail or at local offices, and the result works well to unite people working in different places with similar experiences.

 

I Hope you found this useful.  Please get in touch if you’d like to discuss any of the tactics listed here, or share your ideas.

 

We frequently post our thoughts, ideas and tips on: change management, learning and communications, PMO/CMO, employee engagement and culture.

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Change management tips – building the user journey

You may have heard the term ‘change journey’ before.  This describes the phase that an organisation will go through in making complex organisational, process and behavioural change.

Why describe this as a journey?

Whatever happens within the organisation – technical changes, new operating models, new systems and ways of working, it’s unlikely to be a straightforward move from A to B.  Many things will occur during the timeframe that will affect the transition, meaning the pace of change and resistance to it will vary – and things can be pretty unpredictable.

So why not apply the same principle to the people experiencing the change?  For employees to successfully change the way they work, they need to be supported in many ways.  This could involve classroom or online learning, support from managers or peers, regular communications or opportunities to share ideas.  Whatever these tactics are, they will need to be many and varied to be successful, and they should be staggered over time; designed to continually engage without being overpowering.

People going through change are essentially going on a voyage of discovery, and to help them navigate it there are a number of principles that you can apply to ensure they reach the desired outcomes.

1. Set foundations

Clarify the need for change, and be open and honest about it.  This may involve sharing bad news or information which might make people feel uncomfortable about the present state of the nation, but this will help them come to terms about the need to do something differently.  This is best coming from the leaders of the organisation – seeing them being open and transparent about change can really help get them onboard.

The outcome here is a universal, company-wide understanding of the rationale for change.

2. Create a ‘pull’

Develop a curiosity among your employees.  Show them what the change might mean for them – and do it creatively.  Try animations or video to bring the new way of working to life, and enhance this with roadshows so people can share their thoughts, concerns or ideas.

The outcome here is that people become interested and want to know more.

3. Develop capability

Understand the skills that people will need to thrive.  Drip feed it through the organisation using innovative new ways of sharing information – theory is great, but bring it to life using real life scenarios.  Think about a variety of media such as animation, infographics, live presentations and role plays – it doesn’t always have to be elearning alone.

The outcome is that people are aware of what they need to do differently.

4. Reinforce learning

Be proactive in developing methods to support people’s learning experience.  A ‘one and done’ approach often doesn’t work.  They’ll need opportunities to interact with and ask questions of colleagues, leaders and those further ahead on their change journey.  This might include a team of people to support colleagues through transitionary stages with subject matter expertise.  People need to know they are being supported rather than left to their own devices.

The outcome is that people are not only aware of what they need to do differently, but have had the chance to demonstrate some of the new skills or behaviours and talk about it with colleagues.

5. Sustain for the future – reward

The change project will eventually come to a close, and that can often mean an end to the tactics and support referred to in this blog.  It doesn’t have to be though – work with team leaders to identify ways in which the required skills and behaviours are not only still mandated, but recognised and rewarded.  Team leaders hold the key and you will need to make it easy for them to continue to champion the change and make it part of the way they naturally operate.

 

Hope you find this useful.  Please get in touch if you’d like to discuss any of the tactics listed here, or share your ideas.

 

We frequently post our thoughts, ideas and tips on: change management, learning and communications, PMO/CMO, employee engagement and culture.

Subscribe here to start receiving a monthly roundup email from our Insights blog.

Afiniti Profile: Nick Smith, Business Change Director

With over 30 years’ consulting and industry experience under his belt, there’s much to learn from Nick Smith, Business Change Director at Afiniti, so we sat down for a chat and I asked Nick some questions about his career to date.

How did you get into consulting?

“I got into consulting in 1985 – a very long time ago! Before consulting I worked for a major IT supplier in a pretty focused role. I felt I wanted a role which would stretch me in areas that I really enjoyed, such as problem solving and solution building, and consultancy gave me the opportunity to do just that.

“I’ve worked in a range of different consulting settings over the years, from the ‘Big Four’ to smaller niche firms, and I’ve been a Business Change Director with Afiniti for five years now. I’ve also had breaks from consulting where I’ve gone back to industry, as I believe that part of being a good consultant comes from experience of working on the other side – spending time experiencing first-hand the operational and strategic challenges and opportunities that our clients face.”

Which project most stands out to you and why?

“My first major consulting project, around 30 years ago was with an IT vendor looking to transform their sales and marketing approach from being product-based to a more consultative way of working.

“The Marketing lead chose not to target his spend on promotion, but recognised the importance of investing in the people aspect of change. As such, we planned and delivered three-day change workshops to over 300 marketing and sales professionals. Now this was a really innovative way of thinking back then, and it taught me a really important lesson: to truly embed change and make it stick, you need to take people on the change journey – to merely change the systems and processes really isn’t enough.

“Another important lesson I learned from this project was around collaboration and client centricity. The client engaged not just my organisation, but another two consultancies also. I found that the ability to collaborate and keep the client at the heart varied widely among the firms. What stood out for me as we collaborated was that being generous-spirited and open to working in different and / or new ways always yielded the best outcome not only for the client, but the consultancies too.”

What other important lessons have you learned over the years?

“I’m also persuaded that a client who stretches you in terms of your capability and who wants to learn with you, rather than looking to be dependent on you or constantly finding fault, is going to get a better outcome. And, on the flip side, any consultant who feels they need their client to be less smart than they are, or to completely depend on them is going to find themselves in trouble – you’re not going to innovate, grow together and form a true partnership that way.”

What do you see as the main challenges and opportunities for business in the coming years, and why is change management so important to these?

“For those of us working in business change and change management, culture becomes very important and equipping people to be ‘able’ to change and adapt becomes vital too.”

“I’d highlight a couple of factors in play at the moment which could impact across industries and sectors. First we’ve got Brexit creating great uncertainty, and second we’ve got a lot of people retiring and exiting the workforce with millennials coming in to take their place. Millennials have different expectations of the workplace, and the implicit contract between them and their employers will be much more fluid.

“If you put these together, then it’s really important to understand that what matters for organisations isn’t necessarily ‘what’ people are doing but ‘how’ they are able to do it. So a workforce that is able to reskill rapidly, displaying versatility and flexibility in order to respond to new situations seems to me to be more important than being good at any one thing. So, equipping people for change is absolutely fundamental. For those of us working in business change and change management, culture becomes very important and equipping people to be ‘able’ to change and adapt becomes vital too.”

What do you most enjoy about what you do?

“It’s certainly the client work that I enjoy most – seeing the client execute and deliver, and realise their business outcomes, knowing that we made a significant contribution to doing that – that’s what I find most exciting.”

 

I hope you’ve enjoyed this quick delve into Nick’s career, if you’d like to learn more about Nick’s, and indeed Afiniti’s approach and experience of business change, then do get in touch!

 

We frequently post ideas and tips on: change management, learning and communications, PMO/CMO, employee engagement and culture.

Subscribe here to start receiving a monthly roundup email from our blog and our Quarterly Business Change Digest, written by the change experts at Afiniti.

 

February Business Change Digest

In this edition:

SPOTLIGHT

What is organisational culture, and why does it matter?

AFINITI NEWS

We’ve been ranked among the UK’s leading management consultants by the FT.

AFINITI CULTURE CHANGE SPRING EVENT

Following the success of our autumn event we’re re-running our culture change event in April.

AFINITI INSIGHTS

The latest from the Afiniti Insights Blog.

 

Spotlight by Nick Smith

What is organisational Culture, and why does it matter? The second in our three-part blog series on culture change.

In the previous blog in this series we highlighted five reasons why organisations should pay more attention to culture in change initiatives.  But what do we actually mean by culture – or, perhaps more usefully, how can we think about culture in a way that lets us address it?

So, culture – what is it?

Frankly, we’ve yet to come across a definition we really like.  Some just plainly don’t seem to work: for example, ‘the set of processes in an organization that affects the total motivation of its people’.  Are there some processes that don’t affect motivation one way or the other?  Is culture really reducible to processes – so that identical processes would drive identical cultures in different organisations?  We don’t think so.

Other definitions seem to get closer: ‘Culture is the organization’s immune system’ and ‘Culture is how organizations ‘do things’’ say Michael Watkins and Robbie Katanga respectively.  The idea of toxic organisational culture as an auto-immune disease is attractive, but cultural immunologies and immunologists seem few and far between.  And, what are the metrics for ‘how’ organisations ‘do things’: does that actually come down to fine levels of ‘what’ organisations do, in any case?

The quest for a definition that satisfies ultimately seems misguided. At Afiniti we agree that culture is something to do with the ‘feel’ of an organisation, underpinning the motivations of its people and ultimately the performance of the business. We concluded that it was more important to know how to ‘shift’ a particular culture than to be able to define organisational culture per se.  We looked around for models, and in Edgar Schien’s work, and in its application by other organisations, we found something that resonated and offered real potential as an actionable framework.

In summary, we’re working with a framework of four interacting levers:

Afiniti 4 levers of organisational culture

  • Core values: these are the mostly unconscious, taken-for-granted beliefs and assumptions at the heart of the organisation’s culture.
  • Promoted values: in contrast, these are the values an organisation claims to hold or temporarily promotes, but which have not yet truly become a part of its culture. We think of these as descriptions of how the organisation wants to be.
  • Artefacts: these are what we can observe – including organisational structures, processes and systems, office layout, dress codes, status symbols, rewards and recognition. As such, artefacts make a culture tangible.
  • Behaviours: these are not as visible as artefacts, but nevertheless are observable. As ‘the way we do things around here’, they both demonstrate and re-inforce an organisation’s culture.  When modelled by leaders and other influencers they can establish new norms.

 

The little things leaders do have far more impact than the big things they say.

 

The four ‘levers’ need to work together

Core values can develop and change slowly over time, but if promoted values are in serious conflict with them, a culture change initiative will almost certainly run into the sand.  If values are promoted in isolation of artefacts and behaviours they will become ‘shelfware’.  Changes to artefacts or behaviours with no aligned and explanatory promoted values can seem random and will confuse.  And if visible behaviours (especially leadership behaviours at all levels) don’t change to align with promoted values, then nobody will take the intended change seriously.  One of our mantras is that the little things leaders do have far more impact than the big things they say.

The advice we give to our clients is that to shift a culture means working with all four levers: recognising core values, and integrating activity involving the other three.

The final blog in this series will unpack some of the ‘how’ of working with the levers. 

As ever, we’d love to hear from you with your thoughts and experiences around the topics covered here, so send us a comment or an email – we’re always ready to talk ‘business change’!

 

Afiniti News

In the recent, inaugural, UK’s Leading Management Consultants 2018 report, published by Statista in partnership with the Financial Times, Afiniti has been ranked among the best in the UK.

Read the full article

 

Afiniti Culture Change Spring Event

Following the success of our culture change event  which we held last November in London, we’ll be re-running the event on Thursday 26 April.

The event, Does Culture Matter? And, do our organisational cultures enable or constrain business success? will explore and debate these critical questions in a forum where delegates can share their own experiences with like minded professionals while deepening their understanding of how to develop the culture their organisations want and need.

To register your interest for the event and for more information please click here

 

The latest from Afiniti insights blog


compelling communications

 

Compelling communications – the Key to Successful Business Change

 

birds

 

Culture Change Series: 5 Reasons Why Culture is Integral to Business Change

 

 

Change Management to Help You Win The Battle Against Shadow IT

 

 

 

Subscribe here to receive a monthly insights roundup and the quarterly Business Change Digest from the experts at Afiniti

Afiniti ranked among the UK’s Leading Management Consultants 2018

In the recent, inaugural, UK’s Leading Management Consultants 2018 report, published by Statista in partnership with the Financial Times, Afiniti has been ranked among the best in the UK.

With over 8,000 management consultancy firms in the UK, competition in the industry is fierce. Our ranking within this exclusive list of just 187 organisations puts us in the top 3% of management consultants in the UK. This is a huge achievement and testament to how Afiniti colleagues strive tirelessly to put our clients first and keep people at the heart of everything we do.

Recommendation from clients

The ranking was based on two elements, an expert survey of staff from management consultancies and a client survey of senior executives who have previously worked with consultancies – with clients able to recommend consultancies for particular services.  Afiniti was recommended for the work we’ve done within the Organisation and Change sector.

Find out more

If you’d like to find out more about how Afiniti helps clients plan, execute and embed sustainable change and how we can help you with your change programmes, send us a message and we’ll get straight back to you.
We’re passionate about the ‘people’ aspect of change at Afiniti, and we regularly post blogs and insights to our website.  Take a look and sign up here to receive regular updates from our change experts.

Change management to help you win the battle against Shadow IT

Shadow IT has plagued IT teams for a while now and employees won’t stop using multiple apps any time soon.

Despite this, change management can help to mitigate and identify risks and help with introducing new technology.

It’s our experience that many companies are actually in the dark about how many apps their staff are using and therefore where the security risks lie. There’s also no real way of stopping employees seeking solutions of their own. After all, they are now working remotely from different devices, so using a variety of apps like Google apps presents a quick solution.

If these apps become entrenched as part of a team’s process – like Google forms for data collection and surveys on the move – then technology change involving implementation of an alternative encounters a difficulty in getting people to adopt another platform.

Many IT teams are now working with the business to ensure appropriate guidelines are in place to ensure company data is as protected as possible. However, change management practices can help the business and IT teams to work together to understand the user landscape and communicate the benefits of any applications and software that they want to be adopted, company-wide.

Discovery

Central to change management is knowing the employee landscape – how people work, team culture, and how this aligns to the business and IT strategy. Interviewing people and having ambassadors for technology change within teams can help IT keep their ears to the ground. For instance, when faced with Office 365 implementation, IT is prepared with the knowledge of the business it needs to persuade people to work in the new way, and where the advantages for teams might lie – all vital to an effective communication strategy. Discovery work will uncover how people are currently working and what they are using – all necessary preparation for introducing something new.

Take a look at our blog post, What Tools Do IT Managers Need to Successfully Manage Change? for other tips on integrating change management into your IT projects.

Communications with impact

Once IT knows how people will need to change to adopt new practices it can talk confidently about the comparative benefits of new technology. Crucially, it can also confidently address any areas of concern via communications. We’ve seen security top the bill of IT communications in recent times. High impact awareness campaigns rely on educating people and making it clear what IT policy is. Change management approaches to communication enforce this in a number of ways:

Identity, theme and vision – all made cohesive through a set of branding and core messaging

Use of a change network – the formalised structure of people who can convey the messages from IT within their teams is fundamental to reinforcing behaviours introduced by communication. From line managers setting a practical example, to business leaders confirming company-wide policy with the reasons behind them.

For more ideas on compelling communications take a look at our blog, Compelling Communications – the Key to Successful Business Change

Ongoing measurement

Change management requires that any new IT is measured for adoption and subsequent benefit to the business – as well as identifying shadow IT that poses a threat to business objectives of any change like Office 365 implementation, being achieved. Change management helps IT to align the transition to new technology with an eventual business goal, measuring lag and lead indicators along the way. Benefits realisation is about the end benefits, not deliverables or capability outcomes. A new system might go live successfully, on time, and without technical hitch, but if people continue to use their own applications instead of the new ones offered by the IT team and the business, have you really won the battle against shadow IT? Change management process helps to keep IT and the business focused on whether people have adopted the new to deliver the intended business benefit.

 

Compelling communications – the key to successful business change

Compelling communications are vital if your change programme is to be a success. Even if your business change involves a dry technology update, there will always be a people side of the story to tell.

Once you start thinking about this, you will find opportunities to create a real buzz about the changes ahead. Try injecting your next communication with our winning formula below.

Give your campaign a heart

Your campaign needs creative messaging that engages the people at the heart of the change. To achieve this, you should identify those impacted early on and involve them from the start.

We’ve had great feedback from our stakeholder workshops, which bring together representatives from different groups to discuss how the change will impact each of them. This is a good opportunity to find out what inspires your audience, what makes them proud to be part of your organisation and how they really feel about the planned change.

Armed with this information, you can begin to build an engaging campaign that targets everyone effectively.

Tell a good story

When presenting a business change, it’s natural to start talking about facts, numbers and financial benefits. Although important, this is unlikely to make your audience really care about your project or feel inspired to change their behaviour.

For more impact, you should aim to tell a story that makes the change relevant to your stakeholders’ day-to-day work. Opening with a personal experience that is relatable and clearly demonstrates the reason for change will grab their attention from the start. Visual language will also draw people in by encouraging them to picture the scenario in their head as you speak.

Once your audience understands the need for change, you can then set out your vision of the future by giving realistic examples of how things will be different. You should help people to imagine a positive new way of working that benefits them and the customers they care about. This is a far more effective way to inspire behavioural change than presenting cold facts.

Develop a distinct identity

A creative identity that can be applied across all communication materials will help your project stand out from the other programmes. To ensure this is engaging, you should work closely with your stakeholders to design something that visually represents what the change means for them.

We’ve seen particular success by creating illustrated characters which can bring the journey to life for different roles within the business. This ‘family’ of characters can be used to target key messages and benefits for different impacted roles. You can use them to build a story of how each role will transition through the change and how they will need to behave differently.

Attract attention with video

Video is a great way of getting across your key messages consistently and passionately to a global audience. We’ve seen successful engagement through videos that give senior leaders the opportunity to share their vision and address key concerns.

User-generated content is another effective way to tell the story from an employee’s perspective, which can feel more genuine to the audience. However, a clear brief is vital to set out the objectives and provide filming guidelines to ensure high-quality footage.

Take a look at our vBlog on user-generated content

If your change involves a new process, bringing it to life through animation can also really help people visualise how it will work. This can make your message far more engaging than more traditional process maps or wordy procedures, and can also be an opportunity to sell the benefits.

Afiniti has worked with many global organisations to develop compelling communications that make change stick. If you are interested in learning more, please get in touch.

October Business Change Digest

In this edition:

SPOTLIGHT

Starting a business change programme? Avoid the common pitfall.

AFINITI NEWS

Jay Dixon joins the team as Business Change Director.

INSIGHTS ROUNDUP

The latest from the Afiniti insights blog.

 

Spotlight by Anthony Edwards

You’re about to start your business change programme, but where’s your burning platform, and can you fight the fire?

Someone recently asked me ‘what’s the one key thing you would advise leaders embarking on a business change programme?’

This is a really big ask, There are so many elements to discuss and debate – each ‘change’ has different drivers, each industry its own nuances, and each company its own culture and all these elements play vital roles in shaping any programme.

Thinking about the past 15 years’ or so, and my experience helping clients in oil and gas, transport, logistics, pharmaceutical, and finance; There is one stand-out piece of universal wisdom I’d pass on to any client, which is to start at the beginning.  It sounds obvious, but let me explain.

Start at the beginning, and take it step by step

In my experience many organisations find themselves starting their change programme by creating the vision and strategy, before they’ve sufficiently ‘set the stage’.

Planning a business change programme can feel incredibly daunting. Time and again leaders are under pressure and already behind the curve – budget approval came through later than anticipated and the programme is running behind schedule and not completely formed, but there’s pressure to plough-on regardless.  It’s at this point that you need to take a step back and say ‘stop, let’s start from the beginning – together.  Let’s set ourselves up for success.’

So what should you be doing before you start strategising?

Preparation really is the key when it comes to change, so it’s no surprise that there are a number of models and methods for building and leading change programmes – and we can use elements from many of them. One I return to time and again is Kotter’s 8-Step Process which breaks the job down into logical, and most importantly, sequential steps.

 

Kotter’s 8-Step Change Model for Successful Transformational Change

Source: Kotter and Cohen, The Heart of Change.

 

Step 1. Create a sense of urgency – Nail the ‘Why?’ and ‘Why now?’

For change to stick it really helps if the whole organisation accepts it and understands the drivers – especially if change has been attempted in the past and already had a number of false starts.

For this reason Kotter encourages us to start the change programme by creating a sense of urgency, so that we are not only focussing on the ‘why’ change, but also the ‘why change now?’

You need to develop a clear and compelling story – a way to articulate the common goal behind which everyone needs to align. The story needs to not only be socialised, but shouted from the rooftops, so everyone can understand why this change is taking place and get behind it. This sense of urgency, communicated by the leadership team, builds, spreads and fuels itself, and there you have what Kotter refers to as your burning platform.

It’s also worth noting that, at this stage it is crucial to sense check that your reason for change will be obviously compelling to everyone involved, not just the leadership team.  It may seem crystal clear to senior leaders, but once you start communicating about the change, and you go two or three steps out into the business, the people may not have a clue what you’re talking about!  A good question to ask is, if the story is not clear, does the responsibility for clarification lie with the reader or story teller?!

It’s equally important that all members of the leadership team can articulate this sense of urgency.  People need to receive the same message whether they ask the project team or their own management hierarchy, It is your senior sponsors’ responsibility to ensure that they’re all aligned.

 

Step 2. Create a guiding coalition from across the organisation

You’ve created the sense of urgency and now you need to shape a team who can continue building the momentum and lead the change programme.

Consider who will be strong and effective at leading the change on a daily basis – you’ll need influential people around the table, from a variety of different backgrounds.  These people will become key to embed the change later on.

Once you’ve formed your guiding coalition you need to check that the common goal is anchored in the benefit outcome  – and that you’ll be able to measure your success against this. Then you’re in a position to start creating the vision and strategy for the change programme.

 

One last thing

So you’ve nailed the ‘why’ and you have your guiding coalition ready to get started on your business change programme.  One final thing to consider:

Is the organisation currently ready and capable of change?

To be in the optimum position to be ready and receptive to change – your key business capabilities such as leadership, culture and competency should be functioning at a certain level.  If any one of these is out of kilter, you’re not giving yourself the best chance for the programme to succeed.

Afiniti’s 6LeverTM change readiness assessment tool measures where you are now against six key capabilities and outlines any gaps which need to be addressed, and what needs to be done to accelerate change and make it sustainable.

 

 

Take the Change Readiness Assessment now and find out if your organisation is ready for change.

 

I’d love to hear any experiences you’ve had with ‘setting the stage’ for business change.  Do you think there are any other pitfalls senior leaders should be mindful of when embarking on a business change programme?

Afiniti news: Jay Dixon joins the team as Business Change Director

Previously a Managing Partner at James and Carmichael Consulting (JCC), Jay has over twelve years’ consulting experience under his belt, as well as a background in operations and supply chain management where he started his career after graduating from Leeds University .

Jay is settling in to working life at Afiniti, so it seemed a good time to sit down with him and have a chat about his career to date, his areas of specialism and what he’s enjoying working on so far at Afiniti.

Read the full article.

Insights roundup: The latest from the Afiniti insights blog

 

If you’re thinking about cyber security, you should be thinking about behaviour change.

 

communications tools that last

 

Four ways to create communications tools that last.

 

 

Afiniti vBlog: Afiniti’s top tips for creating user-generated content.

 

 

If you’re thinking about cyber security, you should also think about behaviour change

It’s no longer an option to view cyber attacks as something that happens to someone else, some other organisation, or just a technical issue.  It’s now standard practice for all large organisations to have measures in place to protect themselves and their assets, and these measures often include an element of culture and behaviour change .

I’ve recently been involved in a project where I helped a client change the way their workforce viewed cyber security and embed a set of new highly-secure behaviours.

The project has been very successful and I’ve even found my own behaviour changing as a result – I’ve signed up for a password manager and my laptop is now a veritable fort knox!

So what do we mean by cyber security?

In its simplest terms, cyber security is the protection of an individual’s or organisation’s cyber assets.

To protect cyber assets you need to worry about physical security as well as cyber security.  This is where you need to think about the culture and behaviours of the organisation – there’s no point having great firewalls in place, if you leave the door to your server room open!

What is a cyber threat?

There are a number of different types of cyber threat, including state-sponsored attacks, insider threats, cybercrime, cyberterrorism, physical threats (staff members leaving doors or computers unlocked) and ‘hacktivism’ (hacking a system for social or political gain). Each company will have a different profile in terms of which of these threats are the most probable and how serious the consequences of a breach could be.

How does an organisation protect itself against cyber attack?

If people don’t understand, endorse and actively support cyber security consistently throughout an organisation, it’s just a matter of time before the best of systems will be compromised.

As change professionals, the area we add value is in helping our clients identify and embed the behaviours that will support the other measures (such as technological protection) they have in place. This isn’t just a ‘nice to have’ – if people don’t understand, endorse and actively support cyber security consistently throughout an organisation, it’s just a matter of time before the best of systems will be compromised.

Affecting large-scale behavioural change

Let’s be clear about one thing: change is hard! I get uncomfortable changing my brand of toothpaste. So effecting meaningful, lasting change can’t just be a top-down approach.  For behaviours to adapt, and for change to be truly adopted, all affected staff need to take ownership and understand the importance of the change.

Here are some key methods and approaches we use at Afiniti to help our clients ensure long-term and sustainable behavioural change is achieved across the whole organisation.

1.       Build sustainable toolkits and communications

This can’t be a one-off short-burst campaign, it needs to be rolled out over a period of time for the desired behaviours to become embedded as second nature.

To help maintain a high level of interest throughout the project, try a mix of communication styles from hard-hitting and informative to softer, more subliminal messaging.

And lastly, by using a blend of channels and methods, plus appropriate language and tone, you can ensure your key messages reach all intended audience groups.

2.       Co-create and utilise real people to generate awareness and validate the programme

Take the time to understand people’s opinions and insights into their areas of work, and then involve them in the project planning and execution. This way you’ll not only gain a more rounded understanding of the business needs, but people will feel invested in the project from the beginning.

Once people feel on board and understand the importance of the changes, work with them to create content such as short videos and workshops.  This type of user-generated content can really help with marketing to external audience groups, so why not reap the benefit for your internal communications efforts too?  It’s often cheaper, more authentic and more trusted by internal audiences.

Check out our vBlog of top tips for creating user-generated content

3.       Use creative and eye-catching visual assets

As they say ‘an image can convey a thousand words’ and this is certainly true when you’re trying to present a set of important key messages. Trying to condense a long white paper into a punchy animation or presentation can be a difficult thing to do, but it also forces you to concentrate on the things that really matter and helps to bring ideas and concepts to life.

4.       Create a security champions network

By giving tools and training to a group of security champions, you can create a community which supports the wider workforce on a day-to-day basis.  The champions can share experiences, best practice and be a point of call for questions, ideas and concerns. It also really helps to see respected colleagues modelling the desired behaviours.

Read our article on Making change stick by getting the whole team on board

It’s important to bear in mind that changing behaviours and mindsets doesn’t happen overnight, these things take time to embed. The tools and approaches above will help you maintain momentum and create the emotional engagement you need to embed the desired ways-of-working on a permanent basis.

If you have any interesting insights, or experiences of behaviour change related to cyber security, we’d be interested in hearing from you, so leave us a comment.

Four ways to create communications tools that last

Those of us who work in communications frequently support our organisation through major change. And for change managers, often the most challenging part of delivering change is what happens after the project has finished.  We need to find ways of embedding the new processes or behaviours and making them stick.

This calls for communications tools that last, are repeatable and sustainable, and have a life beyond the project.

During business change, you’re asking colleagues to change the way they work. They’ll need reliable information, clear motivation and moreover, a shared story that connects any current disruptions to how things will be in the future.

It’s a time to invest in ‘sustainable communication tools’ – these are tools that come to life the more they’re used. For example, an online portal sustained by its own user community, or a visual identity that brings impact and character wherever it’s used. A colleague of mine calls them ‘Future-proof tools’.

Done right, these brilliant concepts can pay for themselves quickly. They’ll inspire people to share content and contribute their own; they can create a stronger sense of a collective journey to a common goal.

Based on our extensive client experience, here are four things to focus on to create effective, long-term communications tools:

1. Culture fit. Devise a tool that suits how people interact now

It’s a common mistake to introduce a platform, like an enterprise social network, that’s at odds with an existing culture. Change teams may hope that people will somehow change their ways when they see it. However culture is, by nature, hard to adjust and successful programmes will work within their audience’s current preferences. There’s room to adjust engagement methods later if people start to become more adventurous.  Also, tools cannot be just left to manage themselves.  You will need to maintain them regularly by prompting people for content, asking questions and making suggestions.  While this can be time consuming to begin with – it will become easier over time, if successful.

2. Usability. Strip back and simplify

It can make sense to offer just a little information, if it means the bigger picture is easier to understand.  We’ve been working with a pharma company who found that complex new role descriptions were getting in the way of business change. People were distracted by the terminology and said they switched off when they received emails about it. The client took a fresh stakeholder management approach using an online campaign to simplify who does what. A team member said: “These people are scientists, inquisitiveness is part of workplace culture. Start with something simple and they’ll ask the right questions as and when they need to”.  So if you’ve developed a campaign that needs to run, keep things simple.  People like ‘simple’.  They are faced with complicated jargon every day so would welcome any effort made to make things easier for them to understand and act on.

3. Identity. Give the programme some character

A great identifier can increase the sense of a shared journey for everyone going through change. It could be a name, image or any visual that works with the organisation’s brand. We’d call it a communications tool because it does an important job in connecting activities together. For example, an oil and gas client won awards for its use of a three day change event to support major change. A strong programme identity ran through diverse activities, highlighting the fact that everything’s connected.

4. Involvement. People will only carry ‘their’ communications tool

Regardless of format, a communications tool will grow because people want it to. The more relevant it feels to individuals, the more they’ll invest. For example, companies often appoint ‘change champions’ but unless these individuals feel in control they’ll struggle to truly ‘champion’ change. Recognising this, a client created a guidance document for its new change champions. It provided key facts and pointers. Champions could talk about change in their own words, but with confidence supported by the right facts.

Read our blog for ideas on how to ensure people are onboard for your change journey

 

Overall, the true test of a sustainable communications tool is whether it connects people to the same purpose, and has a life after the project closes.  We like to pop back to clients to see how they are getting on with the sustainable tools left behind.  Given the right support and guidance, we are often surprised at how well they are working.