Change & Getting Buy-in

Transcription

1 1 Driving Organizational Change & Getting Buy-in

2 2 B2B consumers may be up to 90% through their journey Before contacting a vendor Source: Forrester

3 3 86% CMOs and senior marketing executives surveyed believe they will own the end-to-end customer experience by Source: The Economist, 2016

4 4 80% of marketing leaders think they will need to restructure their organization to meet future business needs. Source: The Economist/Marketo

5 DRIVING CHANGE IN NURTURE MARKETING 5 The challenge is bigger in Nurture Marketing due to: - Many stakeholders involved - Marketing, Sales, Product, Business Intelligence/Analytics, IT, Creative/brand, Service/Client retention - The initial investment is larger than adding a new sales person or running more paid media - Speed to ROI can take longer - Nurture marketing is deceptively complex

6 6 Leadership is the ability to influence change. Disney Leadership Institute 6

7 7

8 PROCESS TO DRIVE CHANGE 8

9 STEP 1: CREATE URGENCY 9 Areas to identify the need for urgency: - Financial performance - Competitive/Environmental threats - Business model changes - Customer behavior changes - Opportunities missed - Achieving the strategic initiatives

10 STEP 2: CHANGE COALITION 10 Keys to a successful change coalition: 1. Right People (4-8 key members) 2. Create Trust 3. Develop Common Goal Nurture change coalitions typically have representation from: - Marketing leadership - Sales leadership - Business Intelligence - IT

11 STEP 3: CLEAR CHANGE VISION 11 Keys to a successful change vision: 1. Simple & Clear - communicate in half a page and less than 60 seconds 2. Can be understood by a broad range of people 3. Intellectually sound 4. Emotional appeal

12 STEP 4: COMMUNICATE VISION 12 Lost In The Clutter 2,300,000 = total amount of communication going to an employee every three months 13,400 = words or numbers used in a typical communication of a change vision.58% = The change vision captures only.58% of the total communication market share Keys to Success 1. Simplicity 2. Metaphor, Analogy or Example 3. Multiple Forums 4. Repetition (2 Versions ) 5. Leadership by Example 6. Explanation of Seeming Inconsistencies 7. Give-and-Take

13 STEP 5: REMOVE BARRIERS 13 Identifying all of the areas for barriers: 1. Political/People 2. Technology barriers 3. Processes/Procedures 4. Organizational structure challenges Keys to successfully removing barriers: - Document all of the barriers and plan to remove the barriers - Create a tight operational plan on these initiatives & assign ownership - Have a meeting rhythm to check on progress

14 STEP 6: SHORT TERM WINS 14 Manufacturing short term wins: 1. Focus on speed to impact 2. Identify the first few wins and put in the operational plan 3. Win must be unambiguous 4. Take an agile approach and plug into organizational momentum Communicating short term wins: - Document the win and share it in multiple forms - Enlist your Change Coalition to share the success

15 RESISTANCE IS THE NORM 15 When I try to summarize what I ve learned, one of the big lessons is that change has no constituency. People like the status quo. They like the way it was. When you start changing things, the good old days look better and better. ~Jack Welch interview 1993

16 CAREER EDUCATION CORPORATION 16 Winning more students. Driven by technology, strategy and collaboratively creating the best student experience.

17 QUESTIONS 17 Steve Kessen Chief Operating Officer Fathom Jim Kohl Director, Marketing Intelligence Career Education Corporation

18 APPENDIX 18

19 19

20 LEADING CHANGE: WHY TRANSFORMATION EFFORTS FAIL 20 Error #1: Allowing too much complacency Error #2: Failing to create a sufficiently powerful guiding coalition Error #3: Underestimating the power of vision Error #4: Under communicating the vision by a factor of 10 (or 100 or even 1,000) Error #5: Permitting obstacles to block the new vision Error #6: Failing to create short term wins Error #7: Declaring victory too soon Error #8: Neglecting to anchor changes firmly in the corporate culture