The Win Zone For The New Strategy
Was So Close …
An executive of a global organization had to roll out a new strategy. He could not have another change fiasco! His strategy execution team needed to know how to navigate the terrain of change in an organization spanning offices in 8 countries and including 400 employees. Nothing crucial could fall through the cracks.
The executive and the strategy execution team partnered with Innovisor and applied the Change Accelerator Solution, a proven approach that assesses over 20 change readiness signals linked to the #SixChangeBlockers.
Why? Because the new strategy had to be alive and felt across every corner of the global organization. Not just in headquarters.
The result? A focused assessment that told them exactly where to focus their limited time and resources, if they wanted to succeed. And maybe more importantly, where not to focus and what not to prioritize.
3% of Employees Sidetracked the Strategy
The Change Accelerator solution pointed to the primary risk of success being the informal change catalysts. The 3% of employees who shaped the perceptions of all other employees in the organization.
The 3% were not on board with the new strategy.
Far from it! They didn’t understand the strategy. The Executive and the strategy execution team had clearly not communicated the strategy in a way that reached these critical people, and even worse, the strategy didn’t make sense to them. The corporate messages had not worked as expected.
And yet, the 3% were the individuals everyone else listened to when they tried to make sense of the strategy and decided to support it – or, in this case, not support it!
Connecting With The 3% To Get Into The Win Zone
The leader and his team acted immediately when they received the evidence.
They ticked of every single person on the list with the names of the 3%. 12 in total. Connected to them. Set up 1:1 conversations. They listened. They build trust.
They invited the 3% to join in on the strategic journey. In co-creating activities that made sense.
The leader personally engaged with each of the 3% and invited honest feedback. Listened without interrupting. And then he did something powerful: he acted visibly on their input and made sure they knew.
The strategy of communication was no longer a one-way corporate broadcast
The change catalysts had become insiders and shaped how the strategy was communicated and rolled out across the organization.
As the dialogue evolved, something shifted: The new strategy was no longer something being done to the employees and the 3%. It was built with them!
Fully In The Win Zone
By the end of the strategy implementation period, the transformation was clear.
The informal change catalysts went from being clueless about the strategic intent to confident champions of it. All change readiness signals – including every one of the #SixChangeBlockers – had flipped to green. The organization was no longer between winning and worrying.
It was fully in the win zone.
The focus of time, energy, and attention where it counted most had ensured its impact!
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– Scope size: 400 people
– Industry: Manufacturing sector
– Business Opportunity: Roll out a new strategy
– Region: Global
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