Industry Category: Telecommunications

Stakeholder alignment helps telco product launch exceed sales targets

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Stakeholder alignment helps telco product launch exceed sales targetscasestudy-image

Our Blue Seed consultant did a fantastic job heading up the change team – she kept everyone up to date & accountable… The change was managed very well on this program. The frontline were engaged like never before and have finally been set up for success.   Program Director – Business Planning & Delivery

Brief

This company is on a mission to become Australia’s preferred telecommunications provider. In mid-2014, this company released four new mobile handset plans to the market, enabling customers to share data between their mobile phone and their tablet. Internally, this change resulted in the removal of several legacy plans, the creation of new processes, enhancements to existing systems and a new customer conversation at the frontline. The change impacted customers and approximately 8,000 employees in Australia and offshore.

The prevailing change environment was complex with frequent shifting of the ‘goal posts’. Although this company was accustomed to the ‘idea of change’, their overall change maturity level was low. Restructures that occurred during the project lifecycle also impacted staff morale. This resulted in a negative knock-on effect each time project scope or milestone dates changed, creating a state of ‘change fatigue’.

The project and business teams were unaccustomed to planning for embedding change and handover to a business as usual state.  Typically, once a product has been delivered to market, project teams would step away without emphasis on assessing how the change had landed in the business.

Solution

Our change management approach aimed to:

  • assess whether impacted business units were properly engaged pre, during and post launch
  • align our change management approaches with the ‘go to market’ and project methodologies
  • integrate the newly created internal change management methodology and operating model
  • facilitate greater collaboration between Sales and Customer Operations to produce a single, integrated delivery plan
  • develop a concise and fit-for-purpose communications plan
  • assess the capability requirements and best methods of training delivery as per level of impact and geographic location
  • build and empower a team of change advocates to work on business readiness for 8,000 employees

Results

Blue Seed involvement helped the business:

  • enable cross- functional planning and delivery, without silos along the value chain
  • control communication mechanisms
  • prevent gaps and any duplication of work (as often seen on previous projects)
  • attain 100% attendance for training across all business units – this had never been achieved before
  • achieve the highest new customer conversion rate in the first month of launching
  • engage with each business unit and provision a mechanism for feedback
  • put response mechanisms in place for response actions and feedback up and down the business hierarchy
  • retain ongoing engagement from the project team post launch

Bringing clarity and certainty to tech-driven transformation

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Bringing clarity and certainty to tech-driven transformationcasestudy-image

Brief

This organisation-wide transformation and change program was technology led with significant undefined implications for the operating model of the organisation.

Blue Seed was engaged to quickly assess the current context and progress on the change work stream, to evaluate the organisational impacts and readiness, and work with the internal change agents to course correct as required.

During this time we needed to provide capability uplift to the existing change team that was both under-resourced and with limited experience in delivering large-scale transformational change.

Our focus needed to include: the delivery of a fit-for-purpose stakeholder analysis and engagement approach; conducting early phase stakeholder engagement; design and delivery of impact assessment workshops; capturing change issues and risks; and developing a high level change strategy.

Solution

We engaged business stakeholders in an open dialogue without attempting to define all the answers.  This allowed the business to focus on preparing for the changes. It shifted an isolated change team that felt accountable for delivering transformational change, to a business ownership model and ultimately a business-led change approach.

 

Results

Across a high intensity 6-week engagement, we completed rapid discovery and engagement across a diverse range of teams with tailored recommendations.

We delivered a simple, consistent assessment of change impacts that could be used to brief senior stakeholders whilst also outlining the detailed change management interventions required and mobilising key change agents into action.

We were able to demonstrate the risk to implementation that was created by the compounded impact of a complex portfolio of change initiatives. This created a pathway to build a consolidated change vision and roadmap for change.

Comprehensive awareness-building an essential ingredient for massive infrastructure delivery

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Comprehensive awareness-building an essential ingredient for massive infrastructure deliverycasestudy-image

Brief

Our Client is involved in designing, planning and managing programs to ensure the effective and efficient rollout of Australia’s largest-ever infrastructure program. Steered by the Service Operations division, these programs can span the entire value chain, from the receipt of orders for new services utilising the new infrastructure, through to the final step of activating the services at an end-user premises.

Clear and robust communications played a vital role in communicating the changes to impacted teams operating from different offices around the country.

Solution

Blue Seed Consulting worked with division managers, program managers, project managers and subject matter experts in top-down and bottom-up fashion to cover all manner of change communications support. There was particular emphasis on ensuring that change was also explained in terms of people impact and aligned with audience needs.

This translated to a schedule of change communication activities and supporting artefacts that helped project managers confidently explain the changes to internal and external partners and consult with them on managing the impact effectively.

At program level, a new communications framework improved clarity and collaboration with different business units needed to support change and the improvement program as a whole. A key supporting artefact for this was a new interactive online portal that gave a voice to vital program information and updates.

Results

  • Change communications for individual initiatives/projects helped program and project managers to clearly articulate the aims, impact and outcomes to internal and external business partners
  • The new communication framework defined the vital relationships and engagement schedule (with key stakeholders) to reinforce the collaborative change support model
  • The new self-service online portal and enterprise social media platform established a central repository for consistent, real-time information.

Preparing a national telco workforce for transformation

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Preparing a national telco workforce for transformationcasestudy-image

Brief

Our Client’s business environment includes 3rd party Franchisees, direct Alliance partners and a company owned network, all of which were undergoing significant change.
The program consisted of 4 project streams including re-igniting a customer-centric and service culture (with significant behaviour change needed at all levels); re-branding and physical store refits and relocations; Franchise acquisitions and transitions of people to new operating models and retail agreements; refresh of supporting sales and service systems and a new Workforce Management System; refresh of supporting processes and the introduction of revised operating procedures and standards.

Solution

Blue Seed was engaged to join the Program once the National Pilot was underway to “build a change plan for each impacted Store”.
Our Change Lead and one consultant worked to formulate an integrated change approach and schedule nationally, that brought together many project components across 4 project streams, into one sensible and do-able change experience for impacted frontline teams.
Across all 4 project streams, bespoke interventions were formulated for Change Leaders (Steering Committee and State Managers), Middle Managers (Area Managers and Store Managers) and Frontline retail Team Members across the various networks. Emphasis was on:

  • a suite of targeted readiness activities at Head office and Store level
  • implementations with high touch support models
  • embedding activities with reinforcing incentive and compensation plans; and
  • a measurement approach, underpinning the whole program of change, with active feedback loops and follow through

Results

The program dashboard is still tracking KPIs across the value chain – sales results, customer experience (service NPS, Mystery Shopping), employee experience (engagement and change-related sentiment).
Notwithstanding the anticipated performance dip, all indicators are trending positively with no adverse change-related media attention. For the 6th month in a row, Voice of Teams change surveys report 96% perceived readiness and 98% perceived sustainability (average of 60% response rates).
Nine months later Blue Seed consultants were still leading the ‘People stream’ of this large scale transformation.

Employee-centred change management op-model supports frequent, efficient change delivery

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Employee-centred change management op-model supports frequent, efficient change deliverycasestudy-image

Brief

With the change management successes evident during this Clients Retail Transformation program, Blue Seed was engaged to design and build a Change Management operating model. The model was to be launched across the Sales division as a prototype. Following the launch, there was a requirement to lift the change management skillset of the internal Sales Team and embed this capability across other divisions within the organisation.

Solution

The 3-month assignment focused on the following:

  • Co-designing of a fit-for-purpose change management Framework that integrates with the existing Project Management lifecycle and tools.
  • Designing & building a change management supporting Toolkit (aligned to Prosci) and associated user Guidelines to enable all members in the program and project community to deliver change activities tactically.
  • Designing and delivering a process and supporting tools for Release Planning (across all channels) and Heat Mapping, with monthly Readiness Forums attended by project representatives (senders of change) and business representatives (receivers of change).
  • Developing an Implementation plan to mobilise all senders and receivers of change around the new operating model.
  • Role modelling the new approach and associated behaviours and coaching key team members to lift capability and transfer knowledge.

Results

An early indicator of success included 100% attendance rates at the New Release Planning and Heat Mapping/Readiness Forums. In addition, high early adoption rates of the new supporting tools being trialled have been reported. There has been and remains strong engagement in the process and active support from various functional representatives in relation to co-design work.
Our consultants have been ideally placed for this assignment by exhibiting:

  • Strong project management and design expertise.
  • Ability to build fit-for-purpose change management frameworks and toolkits that support credible co-design discussions, and;
  • Credibility and capability already demonstrated with proven successes on a live change program underway within the Organisation.

All signs are positive that the solution developed will continue to resonate with staff and drive change capability maturity for this business unit to the next level.