Case Study

Lockheed Martin Space Systems Company chose

Dulye & Co. to partner with them to design and
implement a closed-loop, internal communications
process for the Process Excellence group that drove
leader accountability for communications and
consistent messaging across the organization.

The Challenge:

For more than 50 years, Lockheed Martin Space Systems Company (and its heritage companies) has been
a key contributor to the success of the U.S. space program. Recent achievements include building and
maintaining the Hubble Space Telescope, design and installation of the solar arrays that power the
International Space Station and construction of the huge external fuel tanks for the Space Shuttle. The
group also designs and builds weather, communications, surveillance and missile systems to support our
nation’s civil, defense and national security missions.

The Space Systems Process Excellence team is charged with the development and maintenance of the
documented processes used in the design/development, production, testing and deployment of every
program. Primarily this involves managing a vast interactive database known as the Common Integrated
Processes System, or CIPS, that was introduced in 2003 to capture, document and institutionalize best
practices that could be applied across all program areas. The PE group also manages the computer-aided
design and management “tools” used every day by engineers and scientists across the business as they
work through each stage of a program’s development.

In 2010, the PE team was undertaking a complete overhaul and re-launch of the CIPS database that
would streamline processes and make the system much more user-friendly. Introducing “NextGen CIPS”
to users across the Space Systems organization would require coordinated and continuous communication,
both within the PE team and with internal “customers.”

At the same time, the Process Excellence VP, Hal Bagley, recognized that senior leaders on the PE team
needed to be more engaged in and accountable for the communication process, and it would require a
disciplined approach and ongoing support to help them develop the competencies to become effective
communicators. The “Integrated Communications Process” was developed to address this need, drive
consistent messaging to all stakeholders and support the introduction of NextGen CIPS.

Objectives:

1. Increase leader participation and accountability for communications with employees.

2. Foster two-way communications and dialogue by increasing the level of interactivity at
team / staff meetings.
3. Use online tools to quickly collect feedback, measure communications effectiveness.
4. Provide timely, consistent messages through a disciplined weekly schedule for Key Message
development, distribution, and communication.
5. Boost the overall meeting effectiveness of team / staff meetings.

For more information, visit Dulye.com or contact Roger Gibboni: 845-987-7744 | rgibboni@Dulye.com
Our Spectator-Free WorkplaceTM Solution
Dulye & Co. worked with the Process Excellence team to design, launch
and provide ongoing support for the Integrated Communications
Process – a weekly, closed-loop system that leveraged existing practices
(no new meetings!) and actively engaged leaders in the two-way
communications process. It’s based on our proven Plan-Do-Check-Act
approach to continuous communications improvement.

Measurement & Outcomes

As with almost every Dulye & Co. project, measurement was a critical
component of the Integrated Communications Process, with results tracked on a weekly basis and
augmented with a year-end assessment to collect additional data and feedback from leaders.

• Leader Participation & Accountability: Overall the participation rate averaged around 88 percent
throughout 2010.

• Two-Way Communications / Dialogue: While the percentage of leaders reporting “average / lots”
of meeting interactivity typically ranged around 60 percent in the first six months after launch, by
August, it was reaching 80-percent-plus on a regular basis.

• Timely, consistent messages: Key messages were developed on a regular weekly schedule
throughout 2010.

• Overall Meeting Effectiveness: Overall meeting effectiveness ratings averaged around 2.9 on a 4-
point scale in the first month after the ICP initiative was launched. By August, effectiveness ratings
were averaging around 3.1—an 8-percent increase and showing positive trend.

Client Feedback

At the end of 2010, nearly a year after the initiation of the Integrated Communications Process, a brief,
online assessment of the process was conducted with leadership team members. Leaders reported that
their accountability for leading communications had improved significantly, giving it a 3.8 rating on a 4-
point scale. In addition, their ability to engage employees and encourage feedback also improved – a 3.3
rating. The year-end survey also gave leaders the opportunity to submit written feedback.
Some of their comments:

“… The leadership team (from the top down) has worked very hard to enhance 2-way communication
within the PE team as well as with our customers. This process has become a model for how we do
business [not only] as an organization, but also as individuals, which has been very positive.”

“Provides a structured package enabling group discussion and provide relevant feedback. The Key
Questions, in particular, enable me to lead open and honest dialogue discussions. I have learned to
prepare in advance to help facilitate discussion to get our team more engaged and responsive …”

“ … The real insights I receive are from the other PE orgs, as the feedback received there demonstrates
some of the significant communications gaps that exist across the org. I use this to identify where my
teams need to communicate better across the organization, as well as being an indicator of what gaps
probably reside with my external customers (if the PE org doesn't understand, how can those external to
the org understand?).”

“It showed that the PE organization is listening and has a customer focus as opposed to previous
perceptions.”

This program has recently been submitted for a 2011 Gold Quill Award, the highest award of
excellence from the International Association of Business Communicators.

For more information, visit Dulye.com or contact Roger Gibboni: 845-987-7744 | rgibboni@Dulye.com