Partnering for Success:Creative Communication & Change Management Strategies

to meet your company’s needs

- Work Samples -

2010

PROPRIETARY AND CONFIDENTIAL

Confidential

Gardiner Consulting Capabilities

Strategic Communication Change Management &

Program Measurement

Leadership & Team Alignment

Strategic Planning & Analysis

Communication strategies

Branding

Benchmarking

Change strategies, tools,

methodologies

Cross-functional organizational

alignment

Scorecards, Surveys,

Measurement

Executive and team coaching – messaging

and presentation skills

Team building activities

Focus groups, pulse surveys and

measurement

High Tech

Financial Services

Health Care

Consulting Firms

Business-to-Business

Travel and Tourism

Services

Industries

2/18/2010 2

Insightful assessment: Ability to “read between the lines” of the organization structure to identify needed

changes to encourage long-term success.

Astute, ethical communication of issues: Ability to build rapport with C-level executives and team members to enhance

leaders’ ability to bridge relationships across the organization and create stronger team bonds.

Approach to Projects

Strategic Communication

Strategic Planning & Analysis

Communication Strategies

Branding

Benchmarking

Confidential

Strategic Initiative Integration: A Model to Drive Initiatives

C. Offer Enhancements:

Sustainable Differentiation

Creates company differentiation and

thought leadership. Drives growth

opportunities.

Re-categorize

Current Course

Library

Business

Engagement

Go to Market

- Course

Development

Evolving

LRN’s

Current

Offerings

Executive HOW

Workshops

Starter Kit

HOW in a Box

Tailored

Business

Engagements

Ethical

Leadership

Development

Interactive

Content

Development

B. Initiative Adoption:

Disciplined Execution/ Inspired

Culture

Leads the organization to being our

own best example

Leadership

Integration

LRN

Colleague

Training/

Education

Sr Exec Planning

Session

Speakers Bureau

Training

Extended

Leadership Team

(ELT)

Integrating into

the Operations

Culture Survey

Team Meeting in

a Box

Reformulation of

Policies

Book of

Questions

A. Initiative Launch:

Sustainable Differentiation

External

Marketing

Internal

Marketing

Media Interviews

Public Events

Speaking Ops

Book Outreach

Editorial

Websites

Direct marketing

signage

Messaging &

Positioning

Events

Global Telecom

Town Halls

Exec

Communication

Creates initial lift for Initiative

Marketplace Learnings: Company point of view, Marketing, Sales

2/18/2010 4

Confidential

Getting Leaders on the Same Page: Leadership Architecture & Planning Process

2/18/2010 5

Role Group Charter Meeting

Frequency

Strategy Executive

Committee

Collaborate as a team to set, assess, and adjust:

- Corporate vision, mission, 1-3 yr aspirations and strategy

- Corporate objectives and shared priorities

- Leadership and culture for the organization

- Organizational development and succession planning

- Corporate and business development approach

- Set FY initiatives and accompanying metrics

- Accountability for results

- Weekly calls

- Quarterly two-

day planning

session

- (around Board

meeting timing)

Execution Operations

Team

Collaborate as a team to:

- Align to EC vision, mission, goals

- Visibly support and actively advocate for goals and initiatives

- Provide input to strategies needed to meet goals

- Create tactical plans and execute against FY initiatives and metrics

- Take responsibility for team’s achievement of results

- Cascade messages to teams across LRN

- Collaborate cross-functionally

- Participate in sub-groups for analysis and review of potential projects

and initiatives

- Weekly calls

- Quarterly 1-2

day offsite

- (August 20 –

Mumbai)

- Sub-group

meetings as

needed

Advisory/

Sensing

Element

Extended

Leadership

Team

Collaborate as a team to:

- Serve as sensing and change agents across LRN

- Advisory group to vet and clarify LRN’s FY goals, objectives and

messages to ensure clarity and understanding

- Provide feedback to leadership team

- At mgmt discretion, participate in subgroups

- Quarterly

meetings

- Sub-group

meetings as

needed

Audience Q1 – Jan-

March1

Q2 – Apr-

June

Q3 – July-Sept Q4 – Oct-Dec

Executive

Committee

FY Kick Off

Cascade FY

Plans,

Strategic

Initiatives, FY

Objectives &

Metrics

Continuing

Focus on

Operational

Metrics, Ops

Reviews

Initiative

Embedding

Ongoing

Initiative

Embedding &

H1 Ops Review

Performance

Update

Create next FY

strategy

Annual Look

back

Plan for Next FY

Strategic

Initiatives, FY

Objectives,

Metrics

Budgeting

process

Customers Demand generation based on strategic plans

Webinars/partner engagements

Enhanced offerings

Board &

Investors

Initiative updates

Progress against initiatives/metrics

All

Company

Progress against initiatives/metrics

Performance planning/measurement

Confidential

Getting Teams on the Same Page: Consistent Communication Processes

2/18/2010 6

Confidential

Communication Plan Aligns and Cascades Messages

April May June July Aug Sept Oct Nov Dec Jan

Q1’06 Q2’06 Q3’06

Vendor Contract

Negotiation Review

Security Awareness &

Training

Program & Project-

Specific

Communication: Impact,

Status, Business Value

Program & Project-Specific Communication

Plan View/ Time

Tracking Rollout

Voice Mail Integration

Configuration Mgmt DB

Rollout

Pharma DC Success

Story

Expense Management

CEO’s Senior

Operating Team

Mtg

Q4’06

Monthly Exec Updates/ Web Re-Launch Exec Communication:

Successes, Overarching

Messages to Team &

StakeholdersAll Company

Announcement

All Company Call

CIT Exec Email

Meeting in a

Box

Exec NewsletterCIT Web Refresh

EOS Results & Action

Plans

Meeting in a Box Newsletter

Consolidation

All Company Call

Team Alignment:Quarterly All Hands, Ongoing DR Staff Meetings, Skip-levels

Monthly Staff Meetings & Quarterly CIT/BU CIO Meetings Sr Staff & BU CIOs:

Joint Plans & Strategies,

Ops Reviews,

Governance, AlignmentCIT/CIO

Meeting

CIT/CIO

Meeting

CIT/CIO

Meeting

Business Unit Sr

Staff MeetingsSummit Actions

FU

CIT Org

Announce

Lead the Way

Network Device

Governance

Netifice Migration

Team Alignment & Training

Region 3

Meet & Greet

CIT Planning Session

All Hands

All Hands SurveyRegion 4

Meet & GreetTeam Comm.

Audit

Region 1

Meet & GreetRegion 2

Meet & GreetCIT Planning

Session

CIO Announce

2/18/2010

Confidential

Consistent Branding Keeps Shared

Services Initiative Top of Mind

2/18/2010 8

Confidential

Product Launches Employ Behavior and Technology Changes

• Business had no visibility to technology expenses

• Use of unauthorized vendors

• Create new tool/process for online catalog of tech services

• Educate business units on use of the tool and accompanying benefits

• Business unit acceptance and kudos for financial visibility and tracking

CHALLENGE

RESULTS

SOLUTION

2/18/2010 9

Confidential

New HR Tools Increase Employee Productivity

• Create Cisco Internet Readiness solutions for HR processes

• Empower employees and increase productivity

• Redirect tools built for high growth to increase productivity

• Demonstrate culture of self-service

• Infrastructure allows rapid design and deployment

• Productivity illustrated in money and time savings

CHALLENGE

RESULTS

SOLUTION

2/18/2010 10

Confidential

Company Manages Successful Transitions via HR Tools and Communication

• Market downturn affects business

• Rotate existing recruitment tools/processes for redeployment effort

• Build workforce assessment tools and communication processes to alleviate legal and emotional issues

• Transition process designed and executed in six weeks

• Appropriate actions in line with Cisco culture

CHALLENGE

RESULTS

SOLUTION

2/18/2010 11

Change Management

Change Strategies, Methodologies and Tools

Cross-functional Organizational Alignment

Program Measurement

Confidential

Ensuring Initiative Success: Meeting Functional and Enterprise Goals

2/18/2010 13

Business

Intelligence

Process

Integration

Verticals

Trapped Customers

360 View of the Customer

Marketing

Campaign

Effectiveness

Prioritizing Projects Based on Business Objectives

Foundation

Data

Sales

Marketing

Targeted cross-sell and up-sell opportunities

Efficiency and Cost Avoidance

Order Management

Service Sales

Improved

attachment and

renewal rates

Support

Segmented entitlement; Increased customer sat

Clean Data + Customer Process Integration = 360 View of

Customer

Campaign

effectiveness and

market segmentation

Confidential

Shared Services Roadmap Aligns Initiative Activities

• Vision & Journey

• Scorecard

• Governance body creation

Strategy &

VisionOperationalize Processes Strategic

Partnerships

• SS Functional Work Stream Integration/Ownership

• PMO Creation/Ongoing Management

• Budgeting/ Funding

MSS Roadmap

2/18/2010 14

• Problem Statement

• Vision/Journey

• Functional SS Scorecard

• Work stream development

• Identify work stream owners

• Identify SME council:

Decision-making

Voting criteria

Membership

• Transition ownership to Functional BUs

• Establish work stream project teams, develop charters, key deliverables, processes, impacted stakeholders

• Align work streams to ensure effectiveness

• Process and gap analysis

• Process & Technology Training

• Measurement & Optimization

• Business + Financial mgmt competencies

• Service maximization/ Differentiation

• Strategic planning linkage with BUs

• Service Level cost/quality Differentiator

• Business-process based value

Confidential

What you can do What your BU leaders can

do

What the Supplier Diversity

team can do

Work with your BU lead to

understand the performance

metrics

Work with your BU departments on

strategy and tactics to reach your

goal

Talk to your BU teams

Submit quarterly status report to

Supplier Diversity

Work with Supplier Diversity on

development plans

Support Company’s commitment to

Supplier Diversity

Be in tune with local outreach

events & work to identify

appropriate attendees

Understand synergies with

Employee Diversity

Frame and articulate a

compelling and credible

case for change

Communicate the change

vision: in person, one-on-

one and in groups with your

people

Stay involved, personally

and visibly

Be persistent and consistent

in support and advocacy

Ultimately responsible for

BU compliance

Real-time resource with

diversity knowledge, metrics

Serves as advocate for

Supplier Diversity

Champions

Escalates issues to GB and

Buyers Council if needed

Holds quarterly meetings

with Champions

Ensuring Initiative Success: Clarifying Roles & Goals

Formulate and lead the

effort

• Sponsors initiatives

• Aligns their organizations

• Incents and rewards right

behaviors and provides

consequences for wrong

behaviors

• Guides, communicates and

leads

Leadership

Align and integrate

critical initiatives

• Develops charter, key

deliverables and measures of

program success

• Helps Champions monitor

compliance and advocate their

work

• Escalates issues to the Buyers

Council if needed

Program

Management

21

Support internal awareness

and measure results

• Works with BU leaders to develop

compliance plans and measure

results

• Liaises to BUs to bring user point

of view in planning and ensure

business requirements are met

• Identifies any issues and bring

forward to team and BC

Enablement

& Execution

3

Create business

demand for the effort

• Actively engages BU leaders in

identifying Supplier Diversity

needs

• Identifies plans for

improvement

• Participates in key project

activities

• Measures compliance and

project success

Business

Engagement

4

2/18/2010 15

Leadership & Team Alignment

Executive & Team Coaching

Team Building Activities & Training

Focus Groups & Measurement

Confidential

Good Morning America Talking Points

Audience: General public Time: 3 min

Messages: Building Connections in a Hyper-connected world

Opportunity to Out-behave

Integrity in a world of Transparency

Why did you write this book?

Underlying belief that principled behavior is critical to achieving enduring success in business

– and in life

Changing global landscape demands it: we’re hyper-connected – everything is right now; the

inner workings of business are made hyper-transparent through the web, blogs, media; and

products can be reverse engineered in a heartbeat and are thus becoming commoditized

In this reality, success will come from building trust, about how not what

In 21st century, it’s no longer about process TQM or process improvement – it’s about out-

behaving versus out-performing competitors

Executive Messaging: Talking Points for Media, Customers, Associates

2/18/2010 17

Confidential

Getting on the Same Page: Education for the Sales Force & All Associates

LRN Acquisition of Fuel Frequently Asked Questions

Why did LRN purchase Fuel?

The acquisition of Fuel is an important strategic initiative for LRN, providing enhanced capabilities and offerings and firmly positioning LRN as the foremost leader in helping companies address global ethics and compliance issues. The

acquisition also extends LRN’s offerings and customer footprint in financial services, technology and military/government markets as well as further extending LRN’s presence in the European marketplace.

What are the benefits of the partnership? Integrating offerings and operations in Los Angeles, New York, London and Mumbai

allow both companies to better meet the needs of clients and together grow the combined company’s leadership position through new product innovations and faster time to market.

What is the benefit to LRN clients? The integration of Fuel offerings and operations into LRN’s business will provide

benefit to existing clients and make LRN more attractive to multinationals and European companies. More specifically:

An expanded compliance education library offers courseware that addresses

both common risk areas for the European workforce and specialized concerns for the European marketplace, such as corporate responsibility and sustainability issues.

Expanded offerings for both multinationals and European companies provide more relevant, localized course scenarios; more multi-media options; and more low-bandwidth courseware for locations with limited high-speed Internet access.

2/18/2010 18

Confidential

Getting Leaders on the Same Page: Aligning Team through Competencies

Team Framework

Success Factors and

Competencies

Building Shared Vision

Developing High Performance Teams

Valuing / Leveraging Style Diversity

Managing Conflict

Building Shared Vision

Developing High Performance Teams

Valuing / Leveraging Style Diversity

Managing Conflict

• Organization Design

• Role Clarification

• Organization Design

• Role Clarification

GoalsFocus

On Results

RolesAccountability

ProceduresCommitment to Team Success

RelationshipsTrust / Open Communication

• Strategic Thinking

• Action Planning & Implementation

• Strategic Thinking

• Action Planning & Implementation

• Collaborative Decision Making

• Establishing Team Norms and

Procedures:

- Meeting Mgmt / Facilitation

- Communication

- Feedback

• Collaborative Decision Making

• Establishing Team Norms and

Procedures:

- Meeting Mgmt / Facilitation

- Communication

- Feedback

competencies

competencies

competencies

competencies

Confidential

Getting Teams on the Same Page: Empowering Managers to Align Teams

2/18/2010 20

Confidential

Gathering Feedback to Gauge Employee Satisfaction

2/18/2010 21

LRN Culture Survey

Pulse Surveys

LRN Focus Groups

LRN Employee Interviews & Team Meetings

Culture Profile

Confidential

Metrics Dashboard Tracks Leading & Lagging Indicators

LEADING INDICATORS LAGGING INDICATORS

2/18/2010 23

Executive Sponsorship

Business Unit Sponsorship

Program Milestones

Process Integration

Business Outcomes = “The Vision Enacted”

Drives communication

Grants resources & headcount

Decisions and priorities support change

Drives Commitment

Implements consequence management

Spots and resolves issues

Projects Prioritized

Resources & Budget Allocated

Commit to targets

Messages cascaded

Communication & Training to Managers, End Users

Adoption managed & Measured

MBO’s Aligned

Define measurable performance criteria for individuals & teams

Link strategic issues & leading indicators to financial returns

Operational audit of specific inter-corporate objectives

Joint engineering/ marketing proposals

Joint plans in product development cycles

Define cross-functional dependencies to ensure program success

Ability to build integrated solutions versus point products

Increased market strength

Increased competitive advantage

Institutionalized organizational capability

Financial gain

Increased innovation

Media/industry visibility as “best in class” in collaboration

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