What needed to change?
The success of the Data Management Framework hinged on cohesiveness throughout the organization – employees needed to understand the potential implications and benefits of data.
The organization needed to introduce the eight new Data Policies that were a part of the Data Management Framework. They needed to provide employees with a high-level understanding of the Policies. They also needed to show employees how the Policies would impact them, and how they would impact customers and the organization as a whole. The way employees understand and work with data is about to change.
With our unique talents and resources, we communicate at every level of the business why a strategy is changing, how it’s changing and what each person’s role is in the change. We swiftly bring down roadblocks and chart the way ahead.
With our unique talents and resources, we communicate at every level of the business why a strategy is changing, how it’s changing and what each person’s role is in the change. We swiftly bring down roadblocks and chart the way ahead.
Telling someone how to do something isn't the gold star approach to change management. With over 25 years in more than 70 countries helping organizations large and small empower their employees to adapt, adopt and lead the charge, we know how to get it done.
Telling someone how to do something isn't the gold star approach to change management. With over 25 years in more than 70 countries helping organizations large and small empower their employees to adapt, adopt and lead the charge, we know how to get it done.
Employees did not understand the impact of inaccurate data input. The improper data input led to incorrect information about the customer. That incorrect customer information limits the organization’s understanding of customer’s needs which can lead to lost sales opportunities; compliance deficiencies; and the inability to build and maintain long-term client relationships.
In meeting with the developers of the Data Management Framework, we discovered that the client was too close to the Framework and the Policies and understood them too well to be able to explain it to employees in a way that they would understand.
Our roadmap for this project consisted of a video series with the following two objectives:
How did we use analogies to explain the complex?
Example: Metadata is the data behind the data. But what does that really mean?
Analogy: If an athlete is the data, then the athlete’s stats (height, weight, reach) are the pieces of metadata. The information (metadata) that makes up the athlete (data).
88
thousand employees
100+
page manual condensed into two 4-minute videos
2
heated internal discussions about what metadata means
National rollout over 1-month to 88,000 people. The videos were also used for sustainment by executives as conversation tools amongst different groups at the organization.
Quote from client: “[The videos] communicated the message so everyone could understand it. The experience of using these videos as a conversation tool, and leveraging that experience, was invaluable. [People] learned a lot. We valued the expertise brought to the table [by Gerry Lewis Inc.].”