How Synthetron helped engage all stakeholders in an IT project roll out process. To facilitate its implementation.
An organization needed to launch a major new IT project that required key stakeholders engagement.
A set of systematic online Synthetron discussion of the plan with different stakeholders before the launch and during the implementation.
Before launch a first session was set up with local management to understand what would make them real change agents. Despite the all faced the same change and came from the same MO, their in-going position was very different.
During implementation Synthetron sessions were organized to conduct a series of review with different stakeholder segments: management, implementation team and floor.
The first round of discussion with local management uncovered that, despite the fact that they all faced the same change and came from the same MO, their in going position was very different. Understanding this helped the change team engage all as change agents with a specific adapted approach.
The reviews with different stakeholder segments not only increased engagement of participants, but gave the PMO and change team clear insight in issues and levers on how to improve and accelerate the roll out.
How Synthetron supported the smooth merger of two banks by engaging valuable staff.
In the merger of two private banks, management was afraid of losing valuable members of one company’s sales force.
The management decided to listen to the sales force, engaging them in a series of interactive discussions using Synthetron methodology.
In a first step, two different Synthetron discussions were held to listen to the salesforce, identify their level of alignment to the merger vision, their fears, the potential bottlenecks, their hopes and suggestions.
This first outcome helped management to take difficult decisions and to give feedback.
A few months later another Synthetron discussion focused on re-assessing the level of alignment and engaging participants in identifying key success factors and actions on which to focus.
The process helped management take difficult decisions, give feedback and generated valuable insights on the level of support for the decisions taken and the way to manage the implementation successfully.
How a Multinational aligned the 100 top managers on a strategic change program leveraging Synthetron online dialogues
The leadership of a multinational decided to investigate the alignment of its top 100 managers with the strategic change program launched 4 months earlier via a cascading communication process.
All 100 managers were invited to join a one hour online, anonymous Synthetron online meeting to respond, discuss and validate their views.
- How urgent was the change programme?
- How far had the change programme been adopted, and translated into action?
- What were the bottlenecks?
Finally, they were asked to identify how the strategic change could be accelerated and suggest improvements.
The outcome was richer and clearer than any classical interview round and generated new and actionable insights.
How an industrial Multinational organization measured progress on its change plan and understood what to adapt
A multinational industrial company had started a strategic change program 1 year earlier. It initiated the implementation phase 6 months later with a major communication effort and needed to understand progress
The Top 100 managers were invited to a one-hour interactive Synthetron discussion. We asked them to share their own elevator speech and their observations on the day to day impact of the new strategy to understand alignment and engagement. We then asked them to reflect on the change, the obstacles they experienced and what they understood to be the key enablers going forward
The Synthetron management report gave insights into the situation assessment, the main obstacles and the conditions for accelerating the implementation.
Management was surprised by some of the arguments and their support.
The Change Manager found that this gave much richer feedback than interviews and the outcome confronted management with the reality in the trenches.
Specifically, the client realised that:
- The communication efforts had not created sufficient ownership
- They needed to address a main obstacle which was new to them
- The priorities and key levers they needed to address
- Which of their ingoing management hypotheses were confirmed or not and why.
The roll out plan was subsequently adapted