- be actively involved in the change
- engage in constructive dialogue with their respective managers
- gain trust and be motivated to adopt the new mindset
First, we conducted a stakeholder and change impact analysis. Then we developed a narrative to provide leaders with answers to the questions “Why?” and “Why now?”. We also generated a hybrid process (online and face-to-face elements) to develop a shared transformation vision. As a central element of our change architecture, we set up the transformation communications strategy and plan. Based on our editorial plan, the project team conducted dialogues with stakeholders through internal channels via interviews, events and multimedia storytelling (video clips, news article, posters etc.).
employees directly and indirectly affected by the transformation started embracing the change.
30 percent reduced core process and correspondingly speeded up time-to-market. This increased the OEM’s competitiveness.
pages comprised viadoo’s change architecture. It included a transformation communications strategy on which the Transformation Office was able to communicate.
days was a viadoo team member fully integrated into the OEM’s Transformation Office.