SAP IMPLEMENTATION CASE STUDY2016-08-24
INDUSTRY: TELECOMMUNICATIONS | LOCATION: 11 COUNTRIES IN LATIN AMERICA | SIZE: 2100 EMPLOYEES | DURATION: 10 WEEKS
CONTEXT & CHALLENGES:
Company in need of:
- Driving and accelerating change at all levels of the organization.
- Ensuring performance management whilst the transformation program takes place.
- Encouraging employees to work effectively in changing contexts.
- Understanding the reaction of teams to the changes and relieving impacts.
- Identifying employees that are able to influence, mobilize, and facilitate sustainable change, with strong communication skills, who represent every business unit.
- Key influential employees (Influencers) were identified with OrgMapper INFLUENCE, a quick online colleague-election tool.
- The tool identified 452 Influencers (22% of the total workforce).
- They are distributed across all business areas and hierarchy levels.
- They have accepted the role as Change Agent, using a consent procedure.
- They reach direct contact with 90% of the total workforce of the company.
- Most Influencers (48%) were found among employees (lowest hierarchy level).
- Of all countries, Brazil has the most Influencers.
- Of all business units, Global Marketing has the most Influencers.
Internal communication diagnostics:
- 28 business areas showed good quality formal information and 27 business areas reported low quality formal communication.
- In business areas that have Influencers in every hierarchical level, they were grouped into powerful small communities with the Board as sponsor, to ensure that these Influencers receive direct information and are able to spread key messages across the organization through their own personal networks.
- In hierarchical levels with few Influencers, employees were encouraged to align with the vision and strategy of the company and to interact socially in a better and more committed way.
- The role, responsibilities, and governance of Influencers was defined. Influencers took part in a development and training program, and they were trained in several competencies and skills that were identified as being key to the Change Agent role.
- 13 Business areas were prioritized to further develop their informal channels of communication.
- The scope, speed and accuracy of the official information was maximized, by avoiding long-thread-emails that contain large amounts of information and shortening the routes through which official information travels across the whole company.
- Isolated business areas were connected with the appropriate leaders.
- Allowing people direct access to the information they need, using the identified Influencers, to increase the likelihood of contributing positively to the proposed goals and objectives.
- Informal communication channels were turned into an asset for the company, by fostering relationships based on trust, that adopt and support the vision of the company
- Informal communication channels were connected to accurate formal information sources
- Informal ties among employees were no longer ignored, but Influencers were allowed and encouraged to use their personal networks to promote change, mobilize people and celebrate.