Looking for advice on how to champion an innovative idea such as a fully integrated Multi Channel Suite, in a culture that tends to work in silos & doesn't easily embrace such innovation?
I am looking for advice from anyone who has tried to (successfully) incorporate innovative change, in a culture that doesn't usually react or adopt such change? Specifically, if the culture has been for each department to work in their own silo or a culture that is not tech savvy and resists embracing technology, especially if they feel it puts "all the eggs in one basket?"
Your advice or shared experiences are most welcome & much appreciated!
Thank you!
Jim Derochea
Jim Derochea
Multi Channel Publishing Manager
RESPONSE FROM:
ADRIENNE WALLACE HAYWARD
Marketing & Brand Development Leader
Jim,
I have done this successfully a few times in my career.
Doing this requires strategy that calls up psychology, meeting and relationship tactics. It also requires communicating with folks at all levels in the different departments; so executive decision makers as well as operations folks that coordinate and execute within each department are the people that you must engage.
First ...mentally position yourself as the "Change Agent" and subscribe to the notion that change is good. Make sure that as that agent of change you are never projecting resistance to change or integration of "suites". Yes, suites...stop using that word " silos" because it is mentally depreciating, speaks to separation and the term "suites" allows you to approach with the perception of high value existing in each department as a part of a greater and top-notch rated entity versus privatized departments. Suites are who you should engage and your responsibility is to let them know you perceive them as such. Understand their measure of success and be certain to validate how your new introduction facilitates them achieving those goals.
Example - Joe, I really would like to sit with you and understand what happens in the Finance department. I think the new multichannel suite would be of great benefit and I want to know what you think and to evaluate how it could serve your team.
Include the managers and decision makers of cross functional departments in your planning meetings wherever possible. If they feel part of building it ..it is easier for them to genuinely work with you and feel obligated to champion the changes that are needed. Ask for their opinions. When presenting to those that will execute in the pre and post adoption series, have them in the same room together and present a process map that shows how they are interdependent, what inefficiencies exist now ( per team feedback) and then show how the adoption of the multi-channel suite will spearhead efficiencies and savings.
Net - net, we have to always acknowledge the legacy, appeal to the egos and show that we understand what is being done now if we want folks to willing make changes across their " suites" . The other thing, relationships and grace...never forget " please" and "thank you."
Best of luck !
Kind Regards,
Adrienne Wallace Hayward
I am looking for advice from anyone who has tried to (successfully) incorporate innovative change, in a culture that doesn't usually react or adopt such change? Specifically, if the culture has been for each department to work in their own silo or a culture that is not tech savvy and resists embracing technology, especially if they feel it puts "all the eggs in one basket?"
Your advice or shared experiences are most welcome & much appreciated!
Thank you!
Jim Derochea
Jim Derochea
Multi Channel Publishing Manager
RESPONSE FROM:
ADRIENNE WALLACE HAYWARD
Marketing & Brand Development Leader
Jim,
I have done this successfully a few times in my career.
Doing this requires strategy that calls up psychology, meeting and relationship tactics. It also requires communicating with folks at all levels in the different departments; so executive decision makers as well as operations folks that coordinate and execute within each department are the people that you must engage.
First ...mentally position yourself as the "Change Agent" and subscribe to the notion that change is good. Make sure that as that agent of change you are never projecting resistance to change or integration of "suites". Yes, suites...stop using that word " silos" because it is mentally depreciating, speaks to separation and the term "suites" allows you to approach with the perception of high value existing in each department as a part of a greater and top-notch rated entity versus privatized departments. Suites are who you should engage and your responsibility is to let them know you perceive them as such. Understand their measure of success and be certain to validate how your new introduction facilitates them achieving those goals.
Example - Joe, I really would like to sit with you and understand what happens in the Finance department. I think the new multichannel suite would be of great benefit and I want to know what you think and to evaluate how it could serve your team.
Include the managers and decision makers of cross functional departments in your planning meetings wherever possible. If they feel part of building it ..it is easier for them to genuinely work with you and feel obligated to champion the changes that are needed. Ask for their opinions. When presenting to those that will execute in the pre and post adoption series, have them in the same room together and present a process map that shows how they are interdependent, what inefficiencies exist now ( per team feedback) and then show how the adoption of the multi-channel suite will spearhead efficiencies and savings.
Net - net, we have to always acknowledge the legacy, appeal to the egos and show that we understand what is being done now if we want folks to willing make changes across their " suites" . The other thing, relationships and grace...never forget " please" and "thank you."
Best of luck !
Kind Regards,
Adrienne Wallace Hayward
Comments
Post a Comment