Skip to 0 minutes and 2 secondsThis presentation introduces the idea of brand-led into the world of change in organisations.
Skip to 0 minutes and 11 secondsChange is actually a constant. Organisations used to follow an event-led model of change that said that change is something that happens as an event just from time to time. But most now agree that actually change is continuous. And think of it as not an event, but a process.
Skip to 0 minutes and 31 secondsAnd in that process, brand can act as a kind of magnetic north to people. Every organisation has to adapt. But how do you guide your employees through change without losing what makes you special? Many organisations answer this question by using their brand idea as a magnitude north for change. It's a way of encouraging and accelerating change without resorting to command and control without telling people what to do. And many organisations realise that this sort of top down leadership isn't enough, that you need to have leadership behaviour everywhere in the organisation, sometimes called distributed leadership. An organisation's brand idea can give these ubiquitous leaders, these distributed leaders, the cues they need to make the right decisions.
Skip to 1 minute and 22 secondsSo here's an example change at GE, one of the biggest companies in the world. Jeff Immelt took over as chief executive in 2001. Wanted to mark a change from his predecessor. New brand idea, imagination at work.
Skip to 1 minute and 39 secondsDesigned to rekindle the company's passion for practical innovation, goes back to its founder, Thomas Edison. And GE is now the sixth most valuable brand in the world. Change at Historic Royal Palaces, this is the charity that runs the Tower of London. Again, a new chief executive took over, found a divided and under-performing organisation. Established a statement of purpose called the cause, helping everyone explore the story of how monarchs and people have shaped society in some of the greatest palaces ever built. It's all about story. And this emphasis on storytelling appealed to everybody in the organisation and has led to huge success. So in 2014, HRP welcomed record numbers of visitors. And another story, Barclays, the bank.
Skip to 2 minutes and 29 secondsHeavily criticised in 2012, a new chief executive took over, introduced Project Transform. And at its heart is a very clear statement of purpose to help people achieve their ambitions in the right way. Built on the origins of Barclays, is actually a highly ethical Quaker business.
Skip to 2 minutes and 49 secondsSo how do companies do brand-let change? It's complicated. It takes time. And our experience is that three things really help, setting a challenge to people, giving them new competencies, new skills, but also making sure that they develop real confidence in how to do the new things the new way. And confidence and competence are a virtuous circle, fueling each other. So here's how it works diagrammatically.
Skip to 3 minutes and 19 secondsAnd here are some of the things that you could do to set a challenge, to develop competence, and to encourage confidence.
Skip to 3 minutes and 39 secondsYou can't impose values on people, though. People like change. But they hate being changed. A change programme needs willing volunteers. And our view is that all you can do is help employees find the overlap between their beliefs and their company's beliefs. You can't expect that overlap to be perfect and complete. And you can't force people just to parrot the official brand statements.
Skip to 4 minutes and 9 secondsSo here's a few good books to read on this fascinating subject. An introduction to organisations, a really good illustrated book called Uncommon Practice, a very important book on what drives people at work, and an interesting study of the role of confidence in organisational success.
This slideshow introduces the concept of brand-led change - a new way of managing change in organisations that starts with the idea the organisation wants to stand for.