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Communicating Change

Communicating Change

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Published by cchaudoit
Leading change in an era of uncertainty. Conducted by About Penn Schoen & Berland Associates (PSB) for Burson-Marsteller (oct.2010)
Leading change in an era of uncertainty. Conducted by About Penn Schoen & Berland Associates (PSB) for Burson-Marsteller (oct.2010)

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Published by: cchaudoit on Oct 21, 2010
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01/17/2011

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Communicating Change
EvdEE-BEd mmu. fm. m. mEuE.uEEd
 
Leading change in an era of uncertainty
We are at a crossroads. After the worst economicdownturn in generations and lingering fears of a “double-dip”, there are signs of recovery – but thefuture is still uncertain.Many companies are debating whether to starthiring again and invest in growth, restructureor refocus their existing base, or simply continueto make do with what they have. Getting theanswers right will enable these organisations towin tomorrow.True leaders, and the organisations they manage,will be the ones who embrace and navigate thecontinuing uncertainty. These organisations willsee change for what it is: a strategic weapon thatultimately links back to their Corporate Purposeand Performance*. In times of uncertainty, we needtools that enable us to grasp hold of what is cer-tain and build upon it.The research in this study, carried out by PennSchoen & Berland Associates (PSB) between Mayand July 2010, equips CEOs, Human Resourcesand Communications professionals with the in-formation they need to help make changesuccessful. It is based on the insights of over
480 HR and communications decision makers
across 10 European markets – the UK, France,Germany, Italy, Spain, Switzerland, Norway,Finland, Sweden and Denmark.Why is it so critical to get change right? Becausewhile change is everywhere, unless we manageit carefully employees will fail to grasp how thesechanges link back to their larger CorporatePurpose – resulting in a loss of talent, productivity,and a lack of forward thinking and innovation.Change requires companies to be honest aboutwho they are. Establishing a strong connectionwith Corporate Purpose will be the differencebetween success and failure. And herein lies theopportunity for change professionals to makethat difference.It’s about using the things you can count on tolight your way – your people – to help your organi-sation emerge from these uncertain times.It’s about involving employees up front in goalsetting and scoping, planning and resourcing,execution, and ongoing progress – from the insideout. A winning culture starts with empoweredpeople, mobilised behind a united, collective goal.Uncertainty might be scary to some, but to thosewho embrace it and know how to navigate it effec-tively, there may be nothing uncertain about yourchances to identify opportunity, establish an identityand seize success.
maria ennelsGlobal Practice hairrganisational hange an PeroranceBrson-marsteller
23
The world is changing very fast.
Big will not beat small anymore.
 
It will be the fast beating the slow.”
 
uPE mud
 
* for ore inoration on Prpose & Perorance please isit http://brson-arsteller.e/innoation-insights/prpose-perorance/
 
Change is the new normal
45
We already know that change is a constant:indeed, 85 percent of companies have experiencedat least one strategic change in the past ve years.The economic climate has also been a trigger forthe majority of these changes. 64 percent statethat they have experienced more changes withinthe last two years, with the top three drivers
being organisational restructuring (at 50 percent),new strategic direction (41 percent) and downsizing(36 percent). Many of these changes are externallydriven or forced changes – the direct impact of therecession. (See Chart 1)
But while there are signs of recovery, 51 percentstill expect to see more strategic changes over thenext two years. (See Chart 2)Not only that, but the drivers for many of thesechanges will be internally driven – internal re-structurings, new product launches and new tech-nologies requiring changes in how we work andoperate – as companies reposition for the future.Also noteworthy is the continued importance of downsizing. While the likelihood of this happeningwill be half of that in previous years, downsizingis predicted to continue for almost one out of everyve companies. (See Chart 3)
Organisational restructuringNew strategic directionDownsizingImplementation of new technology systems or processesLeadership transition and development (e.g.CEO shift)Mergers & acquisitionsNew mission,visions or valuesNew product launchesTransformation of a specific business unitBrand repositioning (new name and identity)Relocations,closing of factories etc.A crisis impacting the organisation and its stakeholders
27%22%20%18%17%16%16%15%13%10%10%9%
Chart 3
What sort o changes, i any, o yo anticipate the copany experiencing in the next two years?
More ChangesNeither more nor lessLess changes
65%41%36%
Experienced more/less changes due to the economic climatein the last 2 years
More ChangesNeither more nor lessLess changes
10%
Expect more/less changes due to the economic climatein the next 2 years
51%40%
Chart 2
Wol yo say yor copany has experience ore or less changes in the last 2 years e to the econoic cliate?do yo expect to go throgh ore or less changes in the next 2 years e to the econoic cliate?
Organisational restructuringNew strategic directionDownsizingImplementation of new technology systems or processesLeadership transition and development (e.g.CEO shift)Mergers & acquisitionsNew mission,visions or valuesNew product launchesTransformation of a specific business unitBrand repositioning (new name and identity)Relocations,closing of factories etc.A crisis impacting the organisation and its stakeholders
50%41%36%34%33%32%32%31%30%24%21%20%
Chart 1
What sort o strategic changes has yor copany been throgh?

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