This case highlights the three key steps to succeed with change by engaging with the people trusted by their peers – at the top and bottom.

A leading energy company was planning to prepare its IT organization with around 2,000 employees for a global modernization.

The communications team responsible for the global roll-out wanted to know who they needed to work with to achieve a fast and smooth roll-out.

Innovisor was asked to diagnose the informal networks and identify the key personnel the communications team could not afford to ignore in the roll-out– both at a manager and non-manager level

Two groups of key personnel – the influential managers and key influencers among employees – were identified by name as change catalysators for the global roll-out.

The influential managers were  those who influenced all other managers. By having the influential managers on board with the key argumentation for the global modernization roll-out, they pulled the rest of the manager group with them. As a result, this small group of influential managers – only 9 – assisted the communications team to use the right messaging and way of communication so that every other manager started to role model the desired behavior.

The key influencers were the group of people at employee level who influenced the largest part of the organizations. They were only 2,5% of the workforce and influenced 74% of the organization. The communications team needed to get them onboard to enable bottom-up sense making.

The company took three steps to enable the change towards global modernization

  1. The influential managers were used as sounding board for messages in the corporate communication
  2. All managers were enabled to act as role models
  3. Conversations with key influencers took place to build trust in the modernization program, so they could help their peers make sense of it

Progress was tracked quarterly through the key influencers

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