One of the topics I spent a lot of time looking into in 2019 was the common attributes of organisations who execute successful change programs. One factor that came through as being critical to the success of these programs was having buy-in from staff.
In parallel, the past few years have seen a growth in interest in measuring employee engagement within organisations. This has been great news for companies such as Qualtrics and local hero Culture Amp, who provide tools to measure and influence staff engagement and organisational culture. It’s also been interesting to witness the increased interest in purpose within many organisations. I’ve spent quite a few hours listening to executives talk about the importance of giving staff a sense that what they are doing is for more than just shareholder returns.
In this article for CMO, and again in this special report for The Australiian, I had the chance to talk to a number of business leaders about the importance of sustainability to their brand. But the discussions also uncovered another lesson that might be useful for many organisations – that of how having a strong purpose around sustainability can make a workforce more resillient to change. The idea is that people are more willing to accept and even embrace radical change when they can see that the outcome will be of significant benefit to their organisation in terms of its ability to meet its purpose.
Instilling a sense that ‘this is for the greater good’ is a critical element in succesful transformation programs. And that desire to push forward with chance can clearly be enhanced when the greater good is much greater than just being for the good of the organisation itself.