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
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
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
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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