Like many change programs, corporate transformations and the communication about them often fail to meet expectations. That’s not surprising: they require employees to change their mind-sets and behaviors, and an organization to make cultural changes and rewire itself across functions.
Many leaders focus on long-term changes or holistic service redesigns and don’t expect any financial impact from them for two to three years.
Employees may become frustrated during this period and disengage. Using the right mechanisms, you can create the motivation context for a dedicated engagement and source more support for the duration of the process.
Co-presented with Kenny Van Beeck | CRM & Data Strategist @ Emakina