Inspiring change: Reuters’ success factors
Are you looking for new ideas to help drive a change initiative? Reuters suggestions include putting on a special employee event to encourage the workforce to get involved and implement changes.
Motivating employees to support and sustain a significant and long-term change initiative is no easy task. Based on the achievements of its Fast Forward program, Reuters suggests the following steps to success, each focused on involving employees in driving the change:
1. Make your people a top priority
Organizational change programs regularly fail because they address only structural issues and don’t focus enough attention on engaging people in the process. To avoid this pitfall, Reuters focused one of the Fast Forward “workstreams” on reinvigorating the culture and introducing new ways of working.
Organizational change programs regularly fail because they address only structural issues and don’t focus enough attention on engaging people in the process.
2. Get leaders behind the program
Engage managers at the earliest possible stage — even before the strategy is finalized. Reuters did by creating a “Change Coalition” comprising 140 key managers selected for their position of influence and business understanding rather than just their seniority.
3. Find ways to involve employees
Reuters did this by foregoing a management conference and planning an inclusive event that would involve all employees. To plan the event, a global, multicultural and cross-functional group of employees was set up, representing a range of levels and experience within the company.
To plan the event, a global, multicultural and cross-functional group of employees was set up, representing a range of levels and experience within the company.
4. Encourage employees to identify issues and solutions
At Reuters an online database was introduced to provide everyone in the company the opportunity to register any issues. The one caveat was that for any problem raised a suggested solution also had to be put forward.
5. Capture and act on feedback
During a day of interactive workshops, managers at Reuters captured all feedback, suggestions and ideas in a special database which could be accessed by all employees. These ideas have been used to make improvements to organizational efficiency, cost effectiveness and customer service.
First published by Melcrum in 2005
Motivating employees to support and sustain a significant and long-term change initiative is no easy task. Based on the achievements of its Fast Forward program, Reuters suggests the following steps to success, each focused on involving employees in driving the change:
1. Make your people a top priority
Organizational change programs regularly fail because they address only structural issues and don’t focus enough attention on engaging people in the process. To avoid this pitfall, Reuters focused one of the Fast Forward “workstreams” on reinvigorating the culture and introducing new ways of working.
Organizational change programs regularly fail because they address only structural issues and don’t focus enough attention on engaging people in the process.
2. Get leaders behind the program
Engage managers at the earliest possible stage — even before the strategy is finalized. Reuters did by creating a “Change Coalition” comprising 140 key managers selected for their position of influence and business understanding rather than just their seniority.
3. Find ways to involve employees
Reuters did this by foregoing a management conference and planning an inclusive event that would involve all employees. To plan the event, a global, multicultural and cross-functional group of employees was set up, representing a range of levels and experience within the company.
To plan the event, a global, multicultural and cross-functional group of employees was set up, representing a range of levels and experience within the company.
4. Encourage employees to identify issues and solutions
At Reuters an online database was introduced to provide everyone in the company the opportunity to register any issues. The one caveat was that for any problem raised a suggested solution also had to be put forward.
5. Capture and act on feedback
During a day of interactive workshops, managers at Reuters captured all feedback, suggestions and ideas in a special database which could be accessed by all employees. These ideas have been used to make improvements to organizational efficiency, cost effectiveness and customer service.
First published by Melcrum in 2005
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