Employee Buy-in And Engagement Rewards For Digital Transformation
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Like many change programs, corporate transformations and the communication about them often fail to meet expectations. That’s not surprising: they require employees to change their mind-sets and behaviors, and an organization to make cultural changes and rewire itself across functions. Many leaders focus on long-term changes or holistic service redesigns and don’t expect any financial impact from them for two to three years. Employees may become frustrated during this period and disengage. Using the right mechanisms, you can create the motivation context for a dedicated engagement and source more support for the duration of the process. Co-presented with Kenny Van Beeck | CRM & Data Strategist @ Emakina
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Employee Buy-in And Engagement Rewards For Digital Transformation
- 1. EMAKINAFORDTS1 Kenny Van Beeck & Miel Van Opstal Emakina Belgium Corporate innovation through digital transformation Employee buy-in & engagement rewards June 2 , 2017
- 2. EMAKINAFORDTS2 Today’s digest 01 Change 02 Optimize 03 Validate 04 Engage
- 3. EMAKINAFORDTS3 The digital era is the economy of abundance 01 CHANGE
- 4. EMAKINAFORDTS4 Change is the only constant Heraclitus “ 01 CHANGE
- 5. EMAKINAFORDTS5 Effective use of data, to understand and serve audience needs, has become a key competitive advantage. 01 CHANGE
- 6. EMAKINAFORDTS6 W. Edwards Deming Without data you’re just another person with an opinion “ 01 CHANGE
- 7. EMAKINAFORDTS7 Discover Define Demonstrate Deliver 02 OPTIMIZE
- 8. EMAKINAFORDTS8 To fight new players, incumbents must accellerate their digital transformation. CX EX+ = 02 OPTIMIZE
- 9. EMAKINAFORDTS9 Empower your employees Engage your customers Optimize your operations Transform your product Systems of intelligence 02 OPTIMIZE
- 10. EMAKINAFORDTS10 Highlight the opportunities employees will enjoy as change ambassadors, not only in terms of improving the company’s trajectory but also by enriching their career history and building their own personal brands and reputations. 03 VALIDATE
- 11. EMAKINAFORDTS11 4 types of employees 03 VALIDATE
- 13. EMAKINAFORDTS13 Rewards can drive employee engagement, stimulate ambition and push performance
- 14. EMAKINAFORDTS14 Importance of the shape of the message: sequential communication 03 VALIDATE
- 15. EMAKINAFORDTS15 Communication amplification requirements for employees Make key messaging accessible and shareable. Clearly define the required skill sets of the employees. Provide ample coaching & training. Clearly define the expectations of the employees. 03 VALIDATE
- 16. EMAKINAFORDTS16 Essential elements to drive innovation awareness & - intelligence When a company uses volunteers rather than conscripts. When it offers training on how to think about innovation. When executives strike an authentic tone. When energy- and community-building offline events (such as workshops or weekly cafeteria sessions) supplement the online discussions. 03 VALIDATE
- 17. EMAKINAFORDTS17 Gamification and / or reputation engine? 03 VALIDATE
- 20. EMAKINAFORDTS20 Influencing employee behaviour through engaging experiences, using game design principles in decision-making applications and services. Effective Gamification 04 ENGAGE
- 21. EMAKINAFORDTS21 Rewarding proxy behaviors will only encourage those proxy behaviors. The learner with the highest score is not likely to be the user that has learned the most. QUALITY QUANTITY over 04 ENGAGE
- 24. EMAKINAFORDTS24 3 elements must converge in order for a change in behaviour to occur: Motivation Ability Trigger 04 ENGAGE
- 25. EMAKINAFORDTS25 Gamification doesn’t solve a problem 04 ENGAGE
- 26. EMAKINAFORDTS26 Do not confuse activity with success 04 ENGAGE
- 27. EMAKINAFORDTS27 People don’t buy your product, they buy better versions of themselves. 04 ENGAGE
- 28. EMAKINAFORDTS28 Thank You for your attention
- 29. EMAKINA201729 P A R T N E R I N Y O U R D I G I T A L T R A N S F O R M A T I O N W W W . E M A K I N A . C O M
- 30. EMAKINAFORDTS30EMAKINA201730 1 O V E R V I E W THE WORLD AS WE KNOW IT 3 2 4 5 HOW OUR PHILOSOPHY FITS IN THAT WORLD A GLIMPSE BEHIND THE SCENES CASE STUDIES HOW EMAKINA WALKS THE TALK
- 31. EMAKINAFORDTS31EMAKINA201731 1 T H E W O R L D A S W E K N O W I T
- 32. EMAKINAFORDTS32EMAKINA201732 T H E D I G I T A L E R A H A S C H A N G E D O U R L I V E S F U N D A M E N T A L L Y P A R T 1 T H E W O R L D A S W E K N O W I T I N A L W A Y S - O N C O N N E C T I V I T Y M O D E WE ARE S C R E E N S , P L A T F O R M S , D E V I C E S , l O T WE USE T H A T “ S H A R I N G I S C A R I N G ” WE THINK L I M I T L E S S ( P R I V A T E ) D A T A G A T H E R I N G WE ACCEPT C O N V E N I E N C E A N D E X P E R I E N C E E V E R Y W H E R E WE EXPECT need To adapt!
- 33. EMAKINAFORDTS33EMAKINA201733 I N T H E D I G I T A L W O R L D O F C O M P L E X I T Y A N D P L E N T Y P A R T 1 T H E W O R L D A S W E K N O W I T T H E Q U E S T I O N I S : H O W T O C R E A T E I N T E R A C T I O N AT T R A C T I O N D I S T I N C T I O N L O YA LT Y R E TA I N M E N T
- 34. EMAKINAFORDTS34EMAKINA201734 B E R E L E V A N T , B E S I M P L E , B E I N T E L L I G E N T , P A R T 1 T H E W O R L D A S W E K N O W I T C R E A T E A U N I Q U E C U S T O M E R E X P E R I E N C E
- 35. EMAKINAFORDTS35EMAKINA201735 2 H O W O U R P H I L O S O P H Y F I T S I N T H A T W O R L D
- 36. EMAKINAFORDTS36EMAKINA201736 P A R T 2 E M A K I N A P H I L O S O P H Y W E P U T T H E C U S T O M E R A T T H E C E N T R E T H E E X P E R I E N C E S H A R E I T A S H A R E A B L E , H I G H Q U A L I T Y U S E R E X P E R I E N C E WHAT MATTERS FOR A CUSTOMER? WHAT DOES A CUSTOMER DO WITH THAT EXPERIENCE? WHAT DOES A BRAND NEED TO DELIVER?
- 37. EMAKINAFORDTS37 W E C R E A T E SHAREABLE, HIGH QUALITY USER EXPERIENCES AN ESSENTIAL, SUSTAINABLE AND PROFITABLE COMPETITIVE ADVANTAGE THE ECOSYSTEM AND WHAT’S IN IT FOR A BRAND? IS THERE A MAGIC INGREDIENT TO MAKE THIS HAPPEN? P A R T 2 E M A K I N A P H I L O S O P H Y
- 38. EMAKINAFORDTS38EMAKINA201738 D I D Y O U S A Y “ E C O S Y S T E M ” P A R T 2 E M A K I N A P H I L O S O P H Y
- 39. EMAKINAFORDTS39EMAKINA201739 BIG DATA MAKES YOU BLIND, SMART DATA MAKES YOU SUCCESSFUL SMART DATA + DECISION MAKING = HUMAN DATA-DRIVEN STRATEGY
- 40. EMAKINAFORDTS40EMAKINA201740 MOVE AWAY FROM CRM (CUSTOMER RELATIONSHIP M A N A G E M E N T ) TOWARDS PRM ( P E R S O N A L R E L A T I O N S H I P M A N A G E M E N T )
- 41. EMAKINAFORDTS41EMAKINA201741 YOU ARE UNIQUE. SO ARE YOUR CUSTOMERS: DESIGN AND CREATE FOR UNIQUE HUMAN BEHAVIOR FORGET PASSE-PARTOUT SOLUTIONS FORGET PERSONAS AND MASS TARGET GROUPS FORGET A 360° CHANNEL APPROACH
- 42. EMAKINAFORDTS42EMAKINA201742 THE RIGHT TOOLSFOR EMAKINA NO CHANNEL, TOOL OR TECHNOLOGY IS OUT OF REACH
- 43. EMAKINAFORDTS43EMAKINA201743 P A R T 2 E M A K I N A P H I L O S O P H Y U N I Q U E U S E R E X P E R I E N C E T O G E T H E R WE CAN CREATE A L E T T H E M A G I C H A P P E N AND FOR YOUR CUSTOMERS W I T H SMART DATA, PERSONAL RELATIONSHIPS, THE RIGHT CHANNELS, AND THE RIGHT TOOLS
- 44. EMAKINAFORDTS44EMAKINA201744 3 H O W W E W A L K T H E T A L K
- 45. EMAKINAFORDTS45EMAKINA201745 W E H A V E T H E E X P E R T S Y O U N E E D P A R T 3 H O W W E W A L K T H E T A L K
- 46. EMAKINAFORDTS46EMAKINA201746 G R O U P S O F E X P E R T S ( n o s i l o s a p p r o a c h ) A G I L E W A Y O F W O R K I N G ( e . g . s c r u m ) F O L L O W T H E U S E R J O U R N E Y P A R T N E R S H I P W I T H L O N G T E R M A D D E D V A L U E I M U N A : I n i t i a t e – M e a s u r e – U n d e r s t a n d – A c t B E S T I N C L A S S C O M P A N Y W I N N I N G C U S T O M E R E X P E R I E N C E W E W ORK ACCORDING TO YOUR NEEDS AND BUSINESS GOALS W E OFFER STRATEGIC GUIDANCE AND BUSINESS DEVELOPMENT W E WANT YOU TO EXCEL P A R T 3 H O W W E W A L K T H E T A L K user
- 47. EMAKINAFORDTS47EMAKINA201747 W E H A V E T H E E X P E R T I S E Y O U N E E D P A R T 3 H O W W E W A L K T H E T A L K
- 48. EMAKINAFORDTS48EMAKINA201748 INSIGHTS & ADVISORY SERVICES Services - Consumers insights - Target research - Innovation workshops - Qualitative and quantitative research - Social media analysis - User testing - social trends - Ethnology - Pre and post-testing - … W EB BUILDING Business requirements - Functional analysis / User Stories / Product Roadmap - Information architecture - Responsive web design - Content production - Website development - Intranet & extranet - CMS implementation - IT integration - Search Engine Optimization & traffic analysis - … DIGITAL MARKETING Smart data - Data analysis - Analytics - Production - Strategic planning – Strategic advice - Direct & inbound marketing - CRM - Social media marketing - … P A R T 3 H O W W E W A L K T H E T A L K
- 49. EMAKINAFORDTS49EMAKINA201749 P A R T 3 H O W W E W A L K T H E T A L K CONNECTED COMMERCE Studies & consulting – UX Design - Customer journey transformation - Information Architecture - Master data - Deployment of connected trade platforms - PIM / ERP software integration - Integration with logistics and transport platforms - Activation and demand generation campaigns - Conversion optimisation - Performance measurement – Hosting - … CONTENT PRODUCTION Social media strategy - community & conversation management - social CRM - Tone of voice - DNS for brands - storytelling - gamification - engagement strategy - activation - editorial management - ….
- 50. EMAKINAFORDTS50EMAKINA201750 P A R T 3 H O W W E W A L K T H E T A L K APPLICATIONS - INNOVATION & DESIGN Mobile apps - Touchscreens - Gestured controlled development - Advergaming - Apple Watch & Android wear - IoT - Digital reality - (Augmented reality - Virtual reality - Cardboard - 360° videos - Interactive installations - Web apps - … COMMUNICATION & BRANDS Integrated cross-channel strategy - Comprehensive brand management - Strategic planning - Differentiation - Business ideas – Ecosystems - Consumer insights - Strategic tools – Innovation - Brand identity & positioning - Social media strategy - Engagement platforms - … MEDIA BUYING & MEDIA PLANNING Media strategy - Buying support - Media planning - Return on investment by optimisation - Online publicity - Banner ads - Viral and buzz marketing – Informercials - …
- 51. EMAKINAFORDTS51EMAKINA201751 4 E M A K I N A B E H I N D T H E S C E N E S
- 52. EMAKINAFORDTS52EMAKINA201752 A M S T E R D A M V I E N N A Z A G R E B S A L Z B U R G Z U R I C H L A U S A N N E G E N E V A L I M O G E S P A R I S B R U S S E L S A N D H E A D Q U A R T E R S S T O C K H O L M P A R T 4 E M A K I N A B E H I N D T H E S C E N E S E M A K I N A G R O U P & B E L G I U M
- 53. EMAKINAFORDTS53EMAKINA201753 F A C T S & F I G U R E S P A R T 4 E M A K I N A B E H I N D T H E S C E N E S EMPLOYEES 800 OFFICES 15 COUNTRIES 9 CONTINENTS 3 FULL-SERVICE GROUP 360 5k 77.3 3 CLIENTS PROJECTS / YEAR MIO € TURNOVER IN FY 2016 TOP-3 INDEPENDENT EUROPEAN GROUPS 2006 800% 54,6% LISTED ON ALTERNEXT 10-YEAR GROW TH GROW TH OVER LAST 3 YEARS
- 54. EMAKINAFORDTS54EMAKINA201754 5 C A S E S T U D I E S
- 55. EMAKINAFORDTS55EMAKINA201755 P A R T 5 C A S E S T U D I E S Successful transformation and transition to the new brand Plug & Play template in 6 language versions Dynamic content for 170 destinations Reduced workload 2 3 4 1
- 56. EMAKINAFORDTS56EMAKINA201756 P A R T 5 C A S E S T U D I E S A long journey with light refreshments Progressively start segmenting A seamless experience Facilitating the CRM-teams A continuous process 1 2 3 4 5
- 57. EMAKINAFORDTS57EMAKINA201757 P A R T 5 C A S E S T U D I E S The 4 SUNWEB-Challenges The Customer Journey Implicit and explicit data Marketing Automation The clear uplift of quality and performance 1 2 3 4 5
- 58. EMAKINAFORDTS58EMAKINA201758 THANK YOU A L L T H E I M A G E S U S E D I N T H I S D O C U M E N T A R E F O R P R E S E N T A T I O N P U R P O S E O N L Y A N D C A N ’ T B E U S E D
Notas del editor
- Key drivers and at the same time the accellerators are social media, mobile and digital technology. Everything evolves at an exponentially growing pace.
- Kenny: Data-driven insights are changing the ways of doing business at companies. Many companies are stressed that they need "an experimentation mentality."
- Kenny: We need quantifiable data to scientifically back up your assumptions
- Map and identify your employees’ skills, identify the possible ambassadors and chain influencers (change agents), lead by example and plan your communication
- Customer Experience: Refactor towards a customer experience that occurs primarily in the digital world. Exmployee Experience: Companies that effectively manage digital technology can expect to gain in one or more of three areas : improved customer experience and engagement, efficiency in operations and new lines of business.
- Without employee buy-in, the transformation is doomed to fail. Employees are the most important stakeholder in the effective execution of the digital transformation
- Change ambassadors, chain leaders or transformation communication amplifiers. Without them, it will be very difficult to maintain employee engagement throughout the entire process. They can be sourced internally and depending on their measured impact, their actions should affect the speed of their career growth path and assigned responsibilities.
- Kenny: There are four types of employees and their degree of engagement and potential as a change ambassador depends on the context and environment of their daily job. Supermatrixed employees are more engaged because they have a better and more global understanding of what is happening, compared to nonmatrixed employees that live within the silo of a business unit or department.
- Kenny: INSPIRE (PURPOSE) – EQUIP + EMPOWER (PLATFORM) – FEED (PULSE) Start by helping employees understand the broader vision and mission of the organization as well as how their individual roles are integral to the whole. Take regular short pulse surveys to assess the mood and the mindset of staff. EXTRA BACKGROUND To increase your response rate, keep the surveys brief and ask your questions in a conversational tone: Are you happy with your job? What is your favorite part of your job? What one thing would you like to improve? Depending on the responses, it may be necessary to put a brand ambassador program on hold to address concerns, improve morale and strengthen culture. Or, it may be fine to forge ahead and work with a core group of highly engaged employees to get the ball rolling. Give employees the tools and resources they need to be successful. Develop a written and accessible guide that outlines the do’s and don’ts of representing a brand online. Ensure that the parameters are clear so that employees understand expectations. In addition, arm employees with talking points and a quick “elevator” pitch – a short speech that gets to the heart of what a brand does and represents. Work with them to develop the right words: words with which they identify and that come naturally. Provide employees with opportunities to voice their opinions in a constructive manner. Regular surveys, intranet blog posts with comments, town hall meetings and office hours are just a few ways to get two-way communication flowing. Pay attention to what employees are saying and make appropriate changes to validate their concerns. In the social media sphere, keep tabs on conversations but maintain some distance so that employees feel free to express their thoughts. Give employees something to talk about. Send updates every week or two to call out creative and fun campaigns, significant milestones, awards and wins, community involvement, and other notable news and developments. Regular, positive updates can help build enthusiasm and pride among staff. With updates, insert shareable links, hashtags and even memes that make it quick and easy not only to post on social media but also to stay on message.
- When employees are inspired and enthusiastic about their jobs and their companies, being a brand ambassador will come more naturally. Nonetheless, it’s important to acknowledge the impact of these individuals and their efforts, easy or not. Be sure to recognize positive examples and relay the impacts on the larger organization.
- Kenny: Better results follow when a problem is presented in stages (to avoid overwhelming the participants) Saucisseren / turn large stories into a series of snackable and bite-size chapters, facilitating a smooth information intake and enabling better comprehension of the expectations and desired actions.
- The clarity of expectations is a foundation for building an engaged workforce. Clear and accountable roles are amongst the key drivers. Ensure that the message resonates with the employees and that they feel comfortable sharing the message to their network. Writing engaging and convincing copy is not a talent everybody has, the same goes for ‘community interaction’ and ‘conversation management’. Make sure all ‘volunteer ambassadors’ have the same ‘basic skills’ and then provide training sessions to help them grow, improve & upgrade.
- Kenny: Mention Emakina Sparks sessions for introducing innovation + trends and sharing insights and learnings
- Kenny: Benefits of adding a gamification factor to an implementation of a digital transformation scenario in which employees have been invited to actively contribute to the phased the roll-out.
- Gamification is the process of taking something that already exists – a website, an enterprise application, an online community – and integrating game mechanics into it to motivate participation, engagement, and loyalty. Effective gamification is influencing human behaviour through engaging experiences, using game design principles in decision-making applications and services.
- Kenny: make sure that the requested interaction is meaningful and that the required engagement contributes to a learning process. Cumulation of ‘points’ or ‘tokens’ based on likes or clicks in exchange for extrinsic rewards rarely leads to dedicated engagement or process understanding.
- Most organizations often use extrinsic incentives to motivate their employees which, at times fail to intrinsically motivate them to work. Such external rewards are good if they are aligned with internal psychological need of the user. On practical ground, it is much more effective to practice intrinsic motivators like social competition and continuous feedback highlighting achievements and mastery levels.
- Kenny: key elements and building blocks of a reputation. (=intrinsic motivation values)
- Kenny: Give employees the motivation to do something (the chance to win, receive rewards or gain recognition) Give employees the ability to carry out a task – by facilitating it, or breaking each task into bite-size chunks, increasing the perceived capability for the employee Give employees a trigger or cue to complete the action
- When the product is broken or the trust is gone, adding a fun factor will not help you succeed in your mission. Motivation to participate will decrease and engagement will fade.
- It’s not because there is a lot of activity on the internal or external communication channels that the transformation or change implentation has been successful. Make sure you set the right KPIs to measure qualitative impact and constructive interaction.
- Kenny: closing words