change athens iccm
TRANSCRIPT
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•
Karl-Heinz Pogner
(Copenhagen Business School):
Λήψης αποφάσεων και τη συνεχή αλλαγή στο ABC
International Conference on Communication and Management (ICCM2015)
March 30th to April 1st 2015
Athens– Greece
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•
Karl-Heinz Pogner
(Copenhagen Business School):
Sense-making and ongoing change at ABC
International Conference on Communication and Management (ICCM2015)
March 30th to April 1st 2015
Athens– Greece
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The author wants to thank Line Møller Hansen (former Senior
Communications Advisor at ABC’s Department “Organisation &
Change”) for her co-operation and co-authoring a previous
conference paper (NFF 2012) on Change Communication of
ABC’s Executive Management and ABC’s Communications
Department. 3
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Context
• Large Danish IT company
• Danish municipalities
• 2008 sold to EQT / ATP
• Monopoly –like -> private company
on competitive market
• “Help local and central government,
regional and private customers to
administer their IT operating
environments”
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Strategy 2015:
The new ABC
• Customer orientation
• Change from specialist culture to
commercial culture
• Culture transformation
• Performance optimization
• ”The journey of change”
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Strategy 2015:
The new ABC
REGIONAL PRIMARILY PUBLIC SOFTWARE SOLUTIONS SUPPLIER WITH SUBSTANTIAL INTERNATIONAL FOOTPRINT
ADMINISTRATIVE SW SOLUTIONS FOR PUBLIC AND PRIVATE SECTORS
LAW BASED SW SOLUTIONS FOR PUBLIC
SECTOR
PROJECTS MARKETS & SERVICES
OPERATIONS
PERFORMANCE CULTURE AND COST COMPETITIVENESS
CUSTOMER AND MARKET ORIENTATION
DKK 5 BILLION REVENUE IN 2015
(From CEO’s presentation
at town hall meeting)
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The journey of change
• ”When we reach our destination, ABC is a
successful company, because we have
produced results through
• Increased focus on market and customers […]
• Increased performance, flexibility and focus in
problem solving […]
• Motivated employees who understand their
contribution, act responsibly, efficiently and with
respect, and who think it is fun to be at the
center of action.”
(HR & Communications 2011 leaflet)
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Communication strategy
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Cascading the new company strategy – towards The new ABC
• Town hall meetings
• News letters, film clips, articles on intranet
• Presentations and speakers notes for line managers
• Dialogue meetings in departments facilitated by managers
Implementation of performance management
• Articles, folders, illustrations & posters
• Online Annual Cycle
• Dialogue meetings by line managers
• “Labs” with HR-staff
• Training line managers
Strengthen motivation and optimism to ensure change in mindset and flexibility
• Anchoring mission, vision, values and customer maxims
• Create bottom-up activities and new energy through targeted themes over the year
Simple, consequent and coherent communication for managers and employees: What, why, what’s in it for us, ABC and the customers
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The New ABC
Transparency, clear targets and balanced compensation, result in:
• Increased focus and skills in execution
• Motivated employees who are aware of their corporate contribution
• Value creating development for both ABC and employees
COM.STRATEGY, VISION & VALUES
PERFORMANCE MANAGEMENT
GRADING
CAREER DEVELOPMENT
LEADERSHIP
Performance Management
“Engineering” the process
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Change & Stability:
The employees’ discourse
• How do the employees make sense of
change and change communication?
• Topics of the focus groups
• Stories about actual situation and the “The
New ABC”
• Understanding of challenges and strategy
• Reception and assessment of changes
• Experience with communication and change
processes
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Employees’ communication
about change • Consensus
• Competitive situation
• Consumer orientation
• Performance culture
• A parallel story • concrete execution of the tools
• Hidden agendas and motives of new owners?
• Participation and involvement?
• Turbulence, insecurity and uncertainty
• Stability / continuity?
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The employees’ change
discourse
• How is it possible that the participants
agree with the official discourse about
goals and strategy, but nevertheless
are uncertain and insecure about the
future?
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The employees’ change
discourse
• Inconsistencies • Official messages vs. implementation of systems
• e.g. Annual Circle,
• Lack of translation • Meaning on the local level?
• e.g. participation in implementation
• Interdiscursivity • Reception and understanding of change
communication do not happen isolated
• Participation in change communication
• Ownership
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Inconsistencies
• New procedure of fixing individual
salaries
core messages vs. implementation
• Clear targets, transparency, fair
compensation (salary)
• Electronic Management System
“ABCialog”; “Annual Circle”
• Tool to enhance a new performance
culture?
• Tool to manage and control the
company?
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Lack of translation
• Lack of dialog and involvement and
cooperation
• Translation of abstract corporate goals
to everyday working practice
• Invitation to and appreciation of input
/contribution
• Less cooperation and more silo-thinking
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Interdiscursivity
• Organizational restructuring,
dismissal and Annual Cycle (all
intertwined)
• Other internal / external stories
• Off shoring, centralization / privatization
of public sector , equity funds etc.
• Corporate values /Customer maxims
• Responsibility, respect, listening before
talking, positive surprise, independent
decisions, CSR discourse ; 16
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Discussion
• Co-creation of “The New ABC”
• Strategic change communication and active
reception
• Who owns the meaning/s?
• Reception as an active process
• Ambiguity, Equivocality, Change & Stability /
Continuity, Uncertainty
• Sense-making and creation of meaning in
organizations
• Resources from different discourses
• Influence of implementation
• The role of communication in change
processes 17
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Change, understanding,
communication
• Communication as a tool • Managing / planing change
• Communication: transmission
• Communication as a process • Managing/ framing understanding
• Communication: interpretation
• Communication as social
transformation • Managing change through communication
• Communication: constitutive; negotiation of competing
discourses, framing
Johansson & Heide 2008 18
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Conclusion
• Official corporate change
communication (planned change)
• Tool
• Employee discourses (emerging
change)
• Social construction
• Sense-making and negotiation of meaning
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Conclusion
• Change discourses enable and constrain
change strategy
• Change discourses are enabled and
constrained by the change strategy
• Neglecting the sense-making and meaning
creating processes lead to lack of translation
as well to uncertainty and insecurity.
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