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“It’s better to be the first than it is to be better.” (Al Ries, American Marketing Guru)
Nevertheless, product functionality is often much more valued than the perception of the client - even within leading companies. The belief that a good product sells itself and a brand can be used for any other product is widespread. Often, marketing vehicles are not enough integrated or coordinated in a timely manner. Consequently, the company doesn´t speak with „one voice" to its customers via print, television or electronic media. Also, the local media plan is not always strategically aligned to the long term priorities of the company. Measuring the RoI of a marketing campaign is one of the biggest challenges in today´s market environment.
"We are our strongest competitor." (Franz Beckenbauer, German Soccer Icon, *1945)
The external challenge of marketing isn´t any different when it comes to implementing change inside a company. With changes in strategic decisions, processes, infrastructure, competition or rationalization business leaders are forced to implement change. Change is inevitable. To make it successful you need to adequately involve the affected people.
"Facts don´t matter - it´s the way you present them." (Theodor Fontane, German Poet, 1819-98)
Corporate change is much more likely to work when the change has been accepted by the whole company or at least by those affected directly. But this does not occur automatically, work has to be done to make big changes become embraced by the stakeholders. Creating engagement and enthusiasm for change is what Management of Change is about.
Focus on processes and technologies are necessary for the successful implementation of changes, but not sufficient. This is why our approach involves people as a vital part of the equation.
If communication of achievements, failures or any other relevant information is done following the principle of inside out communication, the truth can always be the guiding principle. By establishing a climate of confidence and reliability in what leaders say, the leader will be able to implement "one voice" communication outside of their teams. Management by example is still one of the most powerful tools to ensure an aligned and synchronized message. This involves trustworthiness, taking and giving feedback, admitting errors and treating others as one wants to be treated.
The change & communications approach is based on eight crucial modules: communication, awareness, sponsorship, training, planning, organization, performance measures and teamwork. Without understanding and acceptance amongst the employees, changes will not be evolutionary. Specific Management of Change addresses direct and indirect stakeholders and helps to overcome resistance like personal agendas and power games.
4-advice clients benefit from acceptance on a broader scale. This leads to higher employee satisfaction and productivity for faster and more efficient implementation of new technologies and processes.
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