Ally Strategy, Power Map, Ambassadors… How can transformation processes be ‘industrialized’ while creating a climate of trust? How can ambassadors be identified, unified and engaged? What are the best practices for rewarding them and making them feel valued? How can their impact on employees’ adoption of new approaches be measured? These are the key questions we discussed at our last Inside Success Lab, the first laboratory of ideas dedicated to successful business transformation, where we collectively define the best practices that lead to the success of transformation projects. This article summarizes the answers to these questions shared with our members.
Why do we need ambassadors?
Cultural changes, managerial changes, organizational changes, and changes to the IT system or business lines – the issues currently facing companies during transformation periods are increasingly cross-cutting, and the top-down approach no longer results in sustainable employee engagement. Instead, employees have become much more sensitive to peer recommendations. Identifying, choosing and unifying in-house ambassadors is now an essential part of these projects’ change management plans.
What is an ambassador?
Although different companies use different definitions, one thing that everyone agrees on is that an ambassador is an employee who supports the transformation, helps drive it forward, and has influence over their peers. This final point is crucial, as without influence, an employee acts as an ally, but is not an ambassador. An ambassador’s role is to lead the community towards supporting the project.