When strategy becomes personal
Problem
Arco had grown. Fast. So fast, employees needed help catching up with where it was heading
Spark
Turning strategy into something people could see, feel and own
Impact
People saw how their role connected to Arco’s purpose and stepped up
PROBLEM
Overview
Arco, the UK’s leading safety equipment and services provider, had grown. Fast. So fast, employees needed help catching up with where it was heading
With a fresh business strategy, vision and purpose, Arco needed every employee to understand the new direction. And feel a sense of control and ownership.
We knew we had to make it personal to them so we showed the WHY and HOW in a way they could relate to on an individual level. And equipped senior leaders to communicate consistently, so every member of their team would feel part of the conversation.
They involve us in their world and it truly is a collaborative process. I appreciated their honesty, ideas, energy, knowledge and skills.
SPARK
Making it happen
Turning strategy into something people could see, feel and own
To bring employees along on the journey, our visual narrative mapped out the road ahead. So we could inspire and excite them about their role in the new direction.
We armed managers with ideas and materials to engage their teams and hold meaningful conversations. And to deepen understanding and connection, employees took part in games, video updates, a cinema-style experience – and ongoing two-way discussions.
01
Turn strategy into a plan that employees could connect with
Psychological ownership arises in three ways: feeling in control, developing intimate knowledge and becoming self-invested. So we focused on generating interaction and dialogue.
02
Give leaders tools and skills to rally and motivate teams
Getting all employees to muck in to deliver business strategy takes inspirational leadership. We supported managers in setting the ball rolling through team discussions.
03
Keep the messages alive and the dialogue flowing
Conversations and activities were just the start. Game-based learning, reflection sessions and experiential events generated a sense of personal control and collective ownership.
IMPACT
The outcome
People saw how their role connected to Arco’s purpose and stepped up
Company-wide survey results were outstanding. They showed our approach – rooted in behavioural psychology and engagement theory – had hit the spot.
Following this programme, we’ve used our approach to engage employees with six more major change initiatives across Arco. Including new digital-integration projects and large-scale transformations of supply-chain systems and HR processes.
8.2/10
(+41%)
‘I am very clear on the long-term business strategy’
8.1/10
(+30%)
‘I am very familiar with the Arco Vision and Values’
8.2/10
(+19%)
‘I know the role I need to play in achieving the Vision’
We can help
Struggling to connect your people with your strategy?
That’s a challenge we love to help people overcome. Let’s talk.
You might also be interested in
New structure. New strategy. A new future for 10,000 people. It was time to talk
Jardine International Motors
