3. Engaging for change

The critical tests of the organisation that engages people effectively in bigger ticket change are:

Everything is devolved where value will be added by doing so: work is given to the people who need to execute (spectators > owners).
The hierarchy is turned upside down – involving groups of employees in pressurised scenarios in which they look at their institution through different eyes (a predator, a competitor, a start-up, customers and so on).
Change leaders are trained as ‘CEOs – ‘chief engagement officers’ who reduce the work to be done by elites to a minimum.
There is a line of sight between the vision of the change and the day job.

Our consulting offer:

Working with the sponsors of change to review the ‘normal’ way change is designed and propose practical ways to exceed the tests including designing and helping to facilitate pressurised scenarios. These may include casting employees as a start up in which the task is to outflank their ‘old employer’, casting them as customers, predators and other ‘new eyes’ through which to see their organisation differently.
Coaching change facilitators and champions to be exemplars of effective engagement.
Designing and helping to run digital engagement interventions when organisations want to get input quickly from dispersed workforces.
Shock, surprise and challenge – no repeat approaches.