Lead Successful Downsizing and Reengineering Campaigns
“We are going to reveal some major changes in the near term. We’ve got to come out of this with our high performers staying with us, with customer satisfaction staying high, and with a lot fewer people doing more work.”
Global Advantage Can Help You With All or Part of The Following
- Firm-up the roll-out deadlines.
- Identify the people who must be retained.
- Identify vulnerabilities among customers and suppliers.
- Build a strategic roll-out calendar that includes: go-live date, dates for winning the commitment of key players, dates for informing and winning commitment of key customers and suppliers, dates for announcing change to the general population, and dates for achieving indicators of change success.
- Build company-wide communication plan, including messages/issues/responses per specific audiences, spokespersons per each audience, method for confirming successful communication, method for capturing and correcting rumors.
- “Map” (build a wiring diagram) for the end-to-end process in the new organization including the ultimate “quality indicators” (end of process metrics) and “process indicators” (mid-process indicators of potential success or failure).
- Win the commitment of key leaders in the new organization.
- Involve key leaders in upgrading the end-to-end process (# 6, above).
- Present the above to key leaders in the new organization and win the commitment of each to particular performance metrics and to being advocates of the impending change events.
- Prepare spokespersons to deliver messages and for messages to be sent via other media.
- Make the announcement universally in one day.
- Immediately implement changes and trigger all HR initiatives.
- Immediately capture and correct rumors.
- Prepare all leaders to lead in ways that align with the culture of the new organization.
- Prepare all individual contributors to align with the new culture.
- Show success of new organization on a daily basis.