Gardiner Consulting Samples
- 1. Partnering for Success: Creative Communication & Change Management Strategies to meet your company’s needs - Work Samples - 2010 PROPRIETARY AND CONFIDENTIAL
- 2. Gardiner Consulting Capabilities Services Strategic Communication Change Management & Leadership & Team Alignment Program Measurement Strategic Planning & Analysis Change strategies, tools, Executive and team coaching – messaging methodologies and presentation skills Communication strategies Cross-functional organizational Team building activities Branding alignment Focus groups, pulse surveys and Benchmarking Scorecards, Surveys, measurement Measurement Industries High Tech Consulting Firms Financial Services Business-to-Business Health Care Travel and Tourism Approach to Projects 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. 2/18/2010 Confidential 2
- 3. Strategic Communication Strategic Planning & Analysis Communication Strategies Branding Benchmarking
- 4. Strategic Initiative Integration: A Model to Drive Initiatives Marketplace Learnings: Company point of view, Marketing, Sales B. Initiative Adoption: C. Offer Enhancements: A. Initiative Launch: Disciplined Execution/ Inspired Sustainable Differentiation Sustainable Differentiation Culture LRN Evolving External Internal Leadership Go to Market Colleague LRN’s Re-categorize Marketing Marketing Integration - Course Current Course Training/ Current Development Library Education Offerings Media Interviews Tailored Messaging & Integrating into Public Events Positioning the Operations Business Sr Exec Planning Speaking Ops Engagements Engagement Events Session Culture Survey Executive HOW Book Outreach Workshops Ethical Global Telecom Speakers Bureau Team Meeting in Leadership Editorial Training a Box Starter Kit Town Halls Development Websites Extended Reformulation of HOW in a Box Exec Interactive Direct marketing Leadership Team Policies Communication Content signage (ELT) Book of Development Questions Creates initial lift for Initiative Leads the organization to being our Creates company differentiation and own best example thought leadership. Drives growth opportunities. 2/18/2010 Confidential 4
- 5. Getting Leaders on the Same Page: Leadership Architecture & Planning Process Role Group Charter Meeting Frequency Strategy Executive Collaborate as a team to set, assess, and adjust: - Weekly calls Committee - Corporate vision, mission, 1-3 yr aspirations and strategy - Quarterly two- - Corporate objectives and shared priorities day planning - Leadership and culture for the organization session - Organizational development and succession planning - (around Board - Corporate and business development approach – Apr- Audience Q1 – Jan- Q2 Q3 – July-Sept meeting timing) Q4 – Oct-Dec - Set FY initiatives and accompanying metricsJune March1 - Accountability for results FY Kick Off Continuing Ongoing Annual Look Executive Execution Operations Collaborate as a team to: Committee Cascade FY Focus on Initiative- Weeklyback calls Team - Align to EC vision, mission, goals Plans, Operational - Quarterly 1-2 Embedding & Plan for Next FY Strategic Metrics, Ops H1 Ops Review Strategic - Visibly support and actively advocate for goals and initiatives Initiatives, FY Reviews Performance day offsite Initiatives, FY - Provide input to strategies needed to & goals Objectives meet Initiative Update - (August 20 – Objectives, - Create tactical plans and execute Metrics against FY initiatives and metrics Embedding Mumbai) Create next FY Metrics strategy Budgeting - Take responsibility for team’s achievement of results - Sub-group process - Cascade messages to teams across LRN meetings as - Collaborate cross-functionally Customers Demand generation based on strategic plans needed - Participate in sub-groupsforWebinars/partner engagementsprojects analysis and review of potential Enhanced offerings and initiatives Advisory/ Extended Collaborate as a team to: Initiative updates - Quarterly Board & Sensing Leadership - Serve as sensing and change agentsagainst LRN Investors Progress across initiatives/metrics meetings Element Team - Advisory group to vet and clarify LRN’s FY goals, objectives and - Sub-group messages to ensure clarity Progress against initiatives/metrics All and understanding meetings as - feedback to Performance planning/measurement Provide Company leadership team needed - At mgmt discretion, participate in subgroups 2/18/2010 Confidential 5
- 6. Getting Teams on the Same Page: Consistent Communication Processes 2/18/2010 Confidential 6
- 7. Communication Plan Aligns and Cascades Messages Q1’06 Q2’06 Q3’06 Q4’06 April May June July Aug Sept Oct Nov Dec Jan Monthly Staff Meetings & Quarterly CIT/BU CIO Meetings Sr Staff & BU CIOs: Joint Plans & Strategies, Ops Reviews, CIT/CIO CEO’s Senior Business Unit Sr CIT/CIO Summit Actions CIT/CIO Governance, Alignment Meeting Operating Team Staff Meetings Meeting Meeting FU Mtg Monthly Exec Updates/ Web Re-Launch Exec Communication: Successes, Overarching Messages to Team & All Company All Company Call Exec Newsletter Meeting in a CIT Web Refresh Stakeholders Announcement CIT Org CIO Announce Box EOS Results & Action All Company Call Announce Plans CIT Exec Email Meeting in a Box Newsletter Consolidation Program & Project-Specific Communication Program & Project- Specific Communication: Impact, Lead the Way Plan View/ Time Configuration Mgmt DB Vendor Contract Status, Business Value Tracking Rollout Rollout Negotiation Review Network Device Pharma DC Success Governance Voice Mail Integration Security Awareness & Story Training Netifice Migration Expense Management Team Alignment & Training Team Alignment: Quarterly All Hands, Ongoing DR Staff Region 1 All Hands Survey Meetings, Skip-levels Region 2 CIT Planning Session Team Comm. Region 3 Region 4 CIT Planning Meet & Greet Meet & Greet Meet & Greet All Hands Audit Meet & Greet Session 2/18/2010 Confidential
- 8. Consistent Branding Keeps Shared Services Initiative Top of Mind 2/18/2010 Confidential 8
- 9. Product Launches Employ Behavior and Technology Changes CHALLENGE • Business had no visibility to technology expenses • Use of unauthorized vendors SOLUTION • Create new tool/process for online catalog of tech services • Educate business units on use of the tool and accompanying benefits RESULTS • Business unit acceptance and kudos for financial visibility and tracking 2/18/2010 Confidential 9
- 10. New HR Tools Increase Employee Productivity CHALLENGE • Create Cisco Internet Readiness solutions for HR processes • Empower employees and increase productivity SOLUTION • Redirect tools built for high growth to increase productivity • Demonstrate culture of self-service RESULTS • Infrastructure allows rapid design and deployment • Productivity illustrated in money and time savings 2/18/2010 Confidential 10
- 11. Company Manages Successful Transitions via HR Tools and Communication CHALLENGE • Market downturn affects business SOLUTION • Rotate existing recruitment tools/processes for redeployment effort • Build workforce assessment tools and communication processes to alleviate legal and emotional issues RESULTS • Transition process designed and executed in six weeks • Appropriate actions in line with Cisco culture 2/18/2010 Confidential 11
- 12. Change Management Change Strategies, Methodologies and Tools Cross-functional Organizational Alignment Program Measurement
- 13. Ensuring Initiative Success: Meeting Functional and Enterprise Goals Prioritizing Projects Based on Business Objectives Verticals Business Marketing Trapped Customers Intelligence Campaign 360 View of the Customer Effectiveness Process Clean Data + Customer Process Integration = 360 View of Integration Customer Marketing Order Sales Management Foundation Service Sales Data Support Campaign effectiveness and market segmentation Targeted cross-sell and up-sell opportunities Efficiency and Cost Avoidance Improved attachment and renewal rates Segmented entitlement; Increased customer sat 2/18/2010 Confidential 13
- 14. Shared Services Roadmap Aligns Initiative Activities MSS Roadmap • Vision & Journey • SS Functional Work Stream Integration/Ownership • Scorecard • PMO Creation/Ongoing Management • Governance body creation • Budgeting/ Funding Strategy & Strategic Operationalize Processes Vision Partnerships • Problem Statement • Transition ownership to Functional BUs • Business + Financial mgmt competencies • Vision/Journey • Establish work stream project teams, • Service maximization/ Differentiation • Functional SS Scorecard develop charters, key deliverables, processes, impacted stakeholders • Strategic planning linkage with BUs • Work stream development • Service Level cost/quality Differentiator • Identify work stream owners • Align work streams to ensure effectiveness • Process and gap analysis • Business-process based value • Identify SME council: Decision-making • Process & Technology Training • Measurement & Optimization Voting criteria Membership 2/18/2010 14 Confidential
- 15. Ensuring Initiative Success: Clarifying Roles & Goals What you can do What your BU leaders can What the Supplier Diversity do team can do Work with your BU lead to Frame and articulate a Real-time resource with understand the performance compelling and credible diversity knowledge, metrics metrics case for change Serves as advocate for Work with your BU departments on Communicate the change Supplier Diversity strategy and tactics to reach your vision: in person, one-on- Champions goal one and in groups with your Escalates issues to GB and people Talk to your BU teams Buyers Council if needed Stay involved, personally Formulate and lead the Submit quarterly status report to Holds quarterly meetings and visibly integrate Align and effort Supplier Diversity with Champions critical initiatives Be persistent and consistent • Sponsors initiatives 1 Work with Supplier Diversity on 2 in support and advocacy • Aligns their organizations development plans • Develops charter, key • Incents and rewards right Ultimately responsiblemeasures of deliverables and for Support Company’s commitment to Program program success behaviors and provides Leadership BU compliance Supplier Diversity Management • Helps Champions monitor consequences for wrong behaviors Be in tune with local outreach compliance and advocate their work • Guides, communicates and events & work to identify leads appropriate attendees • Escalates issues to the Buyers Council if needed Understand synergies with 4 3 Create business Employee Diversity Support internal awareness demand for the effort and measure results • Actively engages BU leaders in Business Enablement • Works with BU leaders to develop identifying Supplier Diversity Engagement & Execution compliance plans and measure needs results • Identifies plans for • Liaises to BUs to bring user point improvement of view in planning and ensure • Participates in key project business requirements are met activities • Identifies any issues and bring • Measures compliance and forward to team and BC project success 2/18/2010 Confidential 15
- 16. Leadership & Team Alignment Executive & Team Coaching Team Building Activities & Training Focus Groups & Measurement
- 17. Executive Messaging: Talking Points for Media, Customers, Associates 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 2/18/2010 Confidential 17
- 18. 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 Confidential 18
- 19. Getting Leaders on the Same Page: Aligning Team through Competencies Team Framework Success Factors and competencies • •Strategic Thinking Competencies Strategic Thinking • •Action Planning & Implementation Action Planning & Implementation competencies Goals Focus • •Organization Design Organization Design On Results • •Role Clarification Role Clarification competencies Roles • • Collaborative Decision Making Collaborative Decision Making • • Establishing Team Norms and Accountability Establishing Team Norms and Procedures: Procedures: - -Meeting Mgmt / /Facilitation Meeting Mgmt Facilitation Procedures - -Communication Communication - -Feedback Feedback Commitment to Team Success Relationships Trust / Open Communication competencies Building Shared Vision Building Shared Vision Developing High Performance Teams Developing High Performance Teams Valuing / /Leveraging Style Diversity Valuing Leveraging Style Diversity Managing Conflict Managing Conflict Confidential
- 20. Getting Teams on the Same Page: Empowering Managers to Align Teams 2/18/2010 Confidential 20
- 21. Gathering Feedback to Gauge Employee Satisfaction LRN Culture Survey LRN Focus Groups Culture Profile LRN Employee Interviews Pulse Surveys & Team Meetings 2/18/2010 Confidential 21
- 22. Metrics Dashboard Tracks Leading & Lagging Indicators Executive Business Unit Program Process Business Sponsorship Sponsorship Milestones Integration Outcomes = “The Vision Enacted” Drives Projects Define Joint Ability to build communication Prioritized measurable engineering/ integrated performance marketing solutions versus Grants resources Resources & criteria for proposals point products & headcount Budget Allocated individuals & Joint plans in Increased Decisions and Commit to teams product market strength priorities support targets Link strategic development change Increased Messages issues & leading cycles competitive Drives cascaded indicators to Define cross- advantage Commitment financial returns Communication functional Institutionalized Implements & Training to Operational dependencies to organizational consequence Managers, End audit of specific ensure program capability management Users inter-corporate success objectives Financial gain Spots and Adoption resolves issues managed & Increased Measured innovation MBO’s Aligned Media/industry visibility as “best in class” in collaboration LEADING INDICATORS LAGGING INDICATORS 2/18/2010 Confidential 23
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