Delivering successful change to Trade Promotional Management; looking from an alternative angle Chris Edwards
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Growth Profit Efficiency • Understanding the • What is the most • Resource right tools to profitable course Optimisation unlock growth of action • Competitive • Increase brand • Control over pressures awareness spend • Technological • Customer pressure • Shifts in strategy advancements 3
• New Leadership with a change agenda • Backstage work often involving the Heads of department Design • Engagement events • Repeated communication from top down Technique • Creating change advocates • Removing obstacles and providing tools Management 4
46% of change projects are over budget or behind schedule 28% are abandoned before completion 80% are not used in the way they were intended 5
6 This data is taken from Initiative Legacy Assessment database of Changefirst Limited (https://www.changefirst.com/). It is cumulative data collected since 2005 from change managers who attended accreditation workshops. It is a composite of nearly 2,500 participants from over 50 companies in over 30 countries.
Sales Revenue Finance Growth Field Supply Sales Chain 7
8 Base: 2,000 British adults aged 15+, Source: MORI/BMA Trust in the Professions – January 2016 https://www.ipsos-mori.com/researchpublications/researcharchive/3685/Politicians-are-still-trusted-less-than-estate-agents-journalists-and- bankers.aspx
There are a number of key pitfalls 9
Corrosive Energy People can actively hinder change People are cynical of organisational goals and objectives Comfortable Energy There is a relaxed atmosphere and people prefer the status quo 10
How do you deliver successful change
Be Clear • Can everyone understand it? Be Concise • Can is be communicated Be Logical • Is the journey to success clear Be Bold? • Is it compelling 12
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Planning for visible Recognising and performance rewarding employees improvements involved Creating improvements 15
Using KPIs and A Balanced Scorecard What went right and wrong • Does anyone review successes or just when it goes wrong? Specific KPIS for users and employees • Putting change at the heart of the business and culture • Make sure this is not just sales and supply chain Bring on more stakeholders • Talk about progress at all opportunities 16
Have Flexibility Transparency Always on • No two people • Be clear on • Avoid the half will react in priorities and day training the same way where you can followed by an to change and win email with a training training guide 17
Feedback Vs Measurement Feedback Measurement Context dependent One size fits all Self determined: choose what to notice Imposed: criteria established externally Information accepted from anywhere Information in fixed categories System creates meaning Meaning is pre determined Focus on adaptability Focus on stability and control Meaning evolves Meaning remains static System co adapts System adapts to measure 18
Change is challenging No two people react the same so be flexible in your approach Communication is key to delivering successful change Understand what communication method is right for your business Seek to constantly evolve and improve Create small wins to engage and involve everyone Gain real feedback and insight to win 19
Thank you 20
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