A TRANSFORMATION FORMULA
We paralleled the business strategy culture the IT Department sought, to a Formula 1 pit stops metaphore, where process-based work and accuracy were key elements to achieve goals. From this metaphor, five desired attitudes came up from the synthesized versión of their Balance Score Card, to help shape the cultural behavior of the IT team. Based on the figure of the checkered finish flag, these attitudes were translated into graphic icons that, together, generated a visual code representing the DNA of the department’s identity.
Attitude identification. We represented teamwork attitudes and efficient processes as inspired by Formula 1 pit stops. We pinpointed five desired attitudes and transformed them into identity codes.
New internal culture. We translated those identity codes into observable behaviors that would help change the way people interpret success, leadership assessment, work dynamics and space throughout the department.
Change agent formation. We developed a programme to train key colleagues in the key abilities to meet the needs of the new culture. These colleagues represent the new culture’s principles and are responsible for spreading it throughout the organization.
Communications campaign system. In order to support the work achieved during the attitude identification, culture and training stages of the process, we created a system of communication campaigns that would bring the new culture closer to people’s everyday lives.
UNIQUE PROPERTIES / PROJECT DESCRIPTION:
With the task of building a dream that would become the seed of change in people’s hearts. We came up with a four-element approach: defining a department’s identity (where we paralleled the business strategy culture to their Balance Score Card), designing the culture, training change agents and creating a communications campaign system that would keep the new culture in people’s minds everyday.
OPERATION / FLOW / INTERACTION:
To select the first team of change agents, a personality survey was released where almost a 10% of the approx. 3,500 employees answered back. Based on three variables (location, rank levels, personalities), a group of more than 40 employees were selected for a second assessment on leadership, communication and interaction skills. A final group of twenty was to become the first generation who will later on, on a train a trainer model would seek to replicate to their peers.
PROJECT DURATION AND LOCATION:
The project started on February 2014 and finished on September 2014 located in Mexico City, Mexico.
FITS BEST INTO CATEGORY:
Meta, Strategic and Service Design
PRODUCTION / REALIZATION TECHNOLOGY:
The process underwent 3 stages:
Understanding current conventional
The implementation of the strategy went as follows:
Change agent formation
Campaign communications system
The strategy was launched on October 2014 to great success, to the point that the organizational climate survey rose by 9 indicated percentage points.
SPECIFICATIONS / TECHNICAL PROPERTIES:
Culture, Change Management, Strategy, Transformation, Balance Score Card Communication, Strategic engagement
1. We carried out a profound study on how the IT department understood culture and images triggered by different concepts.
2. We identified communications and cultural codes and the role people play in other companies’ communication in the oil industry.
3. We carried out co-creative sessions with representatives of the different sectors and hierarchy levels of the department and got them talking, imagining and creating the future they wanted to be part of.
The business strategy was clear, yet, the greatest challenge was to engage a reluctant community that underwent a crucial moment of change due to the new legislation, to embrace and gain confidence in the new strategy as well as trusting the new leadership.
TEAM MEMBERS (7) :
Marcela Quintana, Ana Luisa Lacorte, José Mervyn Cruz , Diego Carpio, Karina Barrios, Ana Latorre and Jetza Cortes
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