From many identities to shared purpose
Problem
Uniting 2,500 people as five distinct brands became one
Spark
Involving people early to build belief, confidence and ownership
Impact
People understood the change – and felt ready to make it real
PROBLEM
Overview
Uniting 2,500 people as five distinct brands became one
As a leading telecommunications and digital infrastructure provider, KCOM’s employees were very brand-loyal. And the merger would significantly change the way they worked.
We knew that called for a sensitive, phased approach. We brought employees into the change process, sparking up their neurons to show the benefits of the new brand. And how they, too, would gain from new opportunities.
SPARK
Making it happen
Involving people early to build belief, confidence and ownership
We had just four months to engage and unite employees before the external launch – and the decision about the brand identity hadn’t yet been made.
So, we developed a temporary look and feel for the early phases of the employee engagement programme. Simply called ‘One’. We focused on communication and emotional outcomes – rather than simply information – to influence attitudes, behaviours and acceptance.
Behind this approach sat transformational change management principles – recognising employees’ strong attachment to existing brands and the need to build belief, confidence and ownership throughout the transition
01
Set out the rationale with an interim brand identity
While brand development continued behind the scenes, we demonstrated the power of a strong, unified identity. And found out, through early dialogue, what made employees tick.
02
Create a mix of visual, auditory and kinaesthetic strategies
To appeal to different learning styles, we developed graphically rich publications, animations, e-learning and surgeries. Making ‘what’s in it for me’ relevant to each individual.
03
Use interaction and influencers to spark support for change
Gamification, metaphors and scenarios encouraged exploration around the ways of working and brand promise. And a change network of 60 employees built momentum among their peers.
IMPACT
The outcome
People understood the change – and felt ready to make it real
By launch day, employees had embraced the new values, vision and purpose. They understood the need for change, the nuances of the new brand and their part in making it happen.
Analysis from the 298 teams involved showed they were making deep connections about what the change meant to them in their role. They felt fully involved, up to speed and ready to go.
8/10
‘I understand what our ways of working mean to me’
8.1/10
‘I understand how I can deliver our new brand promise’
8/10
‘I’m excited about the opportunity for change a new brand creates’
We can help
Transformational change is never easy. But if you can get your people behind your values, vision and purpose – then you’ll have an army of change champions.
If you need help building those change champions, let’s talk.
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