why bother? Assume the average salary of employees in a given - PowerPoint PPT Presentation

why bother? Assume the average salary of employees in a given company is $50,000 per year. Taking the cost of turnover at 150% of salary, the cost of turnover is then $75,000 per employee who leaves the company. For a mid-sized company of 1,000 employees who has a 10% annual rate of turnover, the cost of turnovers is $7.5 million! William Bliss

why bother? Kotter and Hesket PERFORMANCE STRONG LESS MEASURES ADAPTIVE CULTURES ADAPTIVE CULTURES Revenue Growth 682% 166% Stock Price Growth 901% 74% Net Income Growth 756% 1%

what we know Source: Harvard Business Review The Employee-Customer/Profit Chain Employee Value Prop. Customer Value Prop. Financial Value Prop. customer attitude recos about the job service helpfulness employee behavior return in assets customer operating attitude impression margin about the company revenue growth merchandise value employee customer retention retention 5 unit increase 1.3 unit increase 0.5 % increase drives drives employee attitude customer impression revenue growth

why bother? When you make your organization more Women-friendly, you make it more people friendly. Source: Deloitte & Touche

why bother? What keeps an organization alive for 100 Years? Change lines of business at least once! Focus on people, really Know the value of cash in hand Have tolerance at the margins Arie De Geuss, The Living Company

brand is a “fabric of associations” that lives on in customers’ minds stimulus mental response brand! • products/services • experiences • environment • communications

what is brand inside? is the systemic development of the organization’s brand promise brought to life through the committed action of every employee for every customer experience

what is brand outside? is the sum of all the strategic actions you take to communicate your brand promise to your customers

“be distinct or extinct”

what we know

what we know Mercer Research, Nov 2000 employee commitment and capability have a significant, quantifiable impact on the customer experience

what we know Mercer Research, Nov 2000 employee commitment and capability have a significant, quantifiable impact on the customer experience, which in turn has a major impact on brand equity and shareholder value.

what we know Tom Peters Co. Research, March 2002 51% of employees said they do not know what a brand is…

what we know Tom Peters Co. Research, March 2002 51% of employees said they do not know what a brand is… 15% said they understand their firm’s brand promise

what we know Tom Peters Co. Research, March 2002 51% of employees said they do not know what a brand is… 15% said they understand their firm’s brand promise 9% agree that they “live the brand”

bi:bo scorecard 6 critical success criteria for any organization

bi:bo framework 6 critical success criteria for any organization

bi:bo scorecard

bi:bo touchpoints done correctly a brand can create a brief moment when company and customer walk in perfect step…

bi:bo touchpoints success criteria for any organization A touchpoint is any product, service, transaction, venue or experience where a customer or employee receives a significant impression (functional and emotional) of your brand.

bi:bo inside touchpoints the employee experience training talent reward systems communication systems environment leadership workforce projects

the benefits brand inside brand outside • employee retention • loyalty • passion • growth • talent • stock price • alignment • retention • organizational value • opportunity trusted market leader • profitability • market share • culture • cool place to work

bi:bo touchpoints Coca-Cola case study Coca-Cola Packaging Division “Revitalization through Innovation” • create internal brand vision for packaging • develop “leadership voice” and ability to sell new ideas to stakeholders through “WOW! Projects training” • employee brand training “Without the tompeterscompany! I would have lost 50% of my staff.” Jay Gouliard, VP PDD

bi:bo touchpoints Coca-Cola case study Coca-Cola Culture of Innovation! WOW!™ ideas • enhanced usability • ownable

bi:bo touchpoints Coca-Cola case study Coca-Cola Culture of Innovation! WOW!™ ideas • reinforce valuable equities

bi:bo alignment “Aligning the workforce and the brand creates a virtuous cycle of engaged committed employees who deliver what customers want, leading to higher customer satisfaction, spending, and improved business results.” Arthur Blank, Co-founder, Home Depot

bi:bo alignment success criteria for any organization Alignment occurs when internal forces are in parallel (talking to each other) with the external messages so the employees are delivering on those brand promises and the systems, policies, and processes are supporting that effort.

bi:bo alignment NAVAIR case study Align 29,000 NAVAIR employees around a unified brand vision to ensure high performance in a volatile environment of the demands of war + downsizing.

bi:bo alignment NAVAIR case study

Our Approach to Deployment Engage All 29, 000 People Through t heir leaders Show Up and Communicate I nf o Exchanges at all sit es Collaborate Wit h Exec Groups, Ambassadors, Leaders at all Levels on current project s BUT I mbed We Must Address The Barriers! The Brand in t he Work

Work Assignments >

WOW!Projects… Practical Breakthroughs

HOW: WOW! Project Methodology Celebrate/ Create/Fast Implement Sell Exit Prototype

Goals ⇒ Results Improved alignment within CNO, other senior DOD leaders Improved alignment within engaged proactively in planning for command, Navy, DOD command, Navy, DOD “future state” 29,000 people educated on their role Education and readiness to Education and readiness to in providing Advanced Technology support Network Centric support Network Centric in support of NCW – 90% of those Warfare Warfare trained reported “strongly agreeing” they could steward the brand. Warfighter Bill of Rights, Response Improved support for Improved support for Centers, Ambassadors created. Warfighter Warfighter

bi:bo leadership “Great brands require great leadership to stay relevant.” David Aaker

bi:bo leadership success criteria for any organization Leadership creates and inspires a shared vision, challenges the process, enables others to act, models the way, and encourages the heart!

bi:bo leadership Lenscrafters case study Build strong leadership to infuse brand values throughout the organization.

Susan Knobler Lenscrafters

bi:bo talent “Talent = Brand” Tom Peters

bi:bo talent success criteria for any organization The pursuit of acquiring, developing and inspiring the best people to build your brand - people with the greatest skill, experience and commitment, aligned to achieve the organizations strategy. Performance Ensembles/PSF’s Sports Teams Jazz Groups Scientific Voyages Master Classes Think Tanks Start Ups

bi:bo talent Brooks Brothers case study Utilize the talent of district and store managers to relaunch a venerable brand and drive sales of a new product line.

Campaign Internal Brand Launch Corporate Communications Rehearsals Showcasing Talent Brooks Brothers North American Roll-Out

Learning Communities Knowledge Communities Apprenticeships Intraprenuring Practice Fields Facilities Consulting Team Wall OWP&P

Passionate about his discipline Reinventing Architecture Loves diversity Doesn’t wait for permission Speaks/writes freely Robin Ellerthorpe OWP&P

bi:bo execution “No company can deliver on it’s commitments or adapt well to change unless all leaders practice the discipline of execution at all levels. Execution has got to be part of a company’s strategy and goals. It’s the missing link between aspirations and results.” Larry Bossidy, Former Chairman, Honeywell Corp

bi:bo execution success criteria for any organization Execution results in the long-term commitment to ‘operationalizing’ the brand, inside and outside the organization - through people, technology, and communications systems and processes.

Hallmarks of Companies who Successfully Execute Brand Inside • t hey f ocused on t heir values t hrough t he work • t hey gave people concret e t ools t o use • HR made t he brand/ cult ure a meaningf ul and import ant cornerst one in t he organizat ion’ s hist ory (what it ’ s like t o work t here… .) • t hey provided a st rong business case f or t he benef it s of brand inside/ cult ural st rengt h, t o organizat ion and individuals

bi:bo brand passion “Only with a strong spirit at it’s foundation can a company achieve a strong market position.” Jesper Kunde

bi:bo brand passion success criteria for any organization The most admired companies (and often times most profitable) attract people who are passionate about the brand. Brand Passion is an emotional connection and a highly personal relationship with the brand.