Changing gears on culture
Problem
Connect 10,000 people from three top automotive businesses with a united group vision
Spark
Turning managers into catalysts for open, two-way change conversations
Impact
Employees felt involved – and backed the new direction
PROBLEM
Overview
Connecting 10,000 people from three automotive businesses behind a shared vision
Three of Asia’s leading automotive businesses had joined forces. Now it had to inspire the combined employees to support a new group vision.
Leaders had traditionally used a directive, top-down comms approach. Instead, we persuaded them to hold two-way discussions with teams. Find out how they felt about the change. It was a first for the business. And it worked. Powerfully.
SPARK
Making it happen
Turning managers into catalysts for open, two-way change conversations
Research suggests people don’t resist change. They resist change being done to them. So we showed managers how to get their teams personally involved.
We immersed employees into experiencing first-hand the digital innovation central to the company’s future. This helped them grasp the possibilities that lay ahead for the newly unified group. While shifting attitudes and rallying support.
01
From top-down messages to real conversations
We helped leaders move away from announcing change and towards involving their teams. Managers brought people into the conversation, creating space to share views, ask questions and actively shape the journey.
02
Make the strategy something people could experience
We didn’t just explain the strategy – we brought it to life. Through creative storytelling, team conversations, experiential activities and interactive technology, people could see, feel and engage with the future direction of the business.
03
Turn involvement into belief
Talking and listening became the foundations of the programme. By genuinely involving people in the change, attitudes shifted and support for the new vision grew organically across the business.
IMPACT
The outcome
Employees felt involved – and backed the new direction
Giving employees a platform for two-way conversations helped shift how change was experienced across the business. People moved from being told what was happening to understanding the new group vision – and seeing the role they played in making it real.
9/10
employees clear on which strategic priorities they can make the biggest contribution to
9/10
employees agreed they can personally see the benefits of ONE JIM
10,000
people were now involved in making the vision a reality
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