A recent survey by YouGov, commissioned by H/Advisors, revealed that transformation processes fail more often due to unclear strategy, a lack of communication and the resulting inability to understand the transformation than to resistance from managers and employees. Targeted communications and a clear presentation of strategy are the keys to success in transformation processes. In addition to utilising internal communications channels and formats, deploying Change Ambassadors or Change Agents, is an effective way of conveying the company’s direction and strategy to employees in a way they can understand.

Authenticity rather than overly tight control

Change Agents or Change Ambassadors accompany and support strategic change processes. As “trusted representatives”, they are close to the employees. They can be authentic ambassadors for transformation issues if they are empowered to do so. Setting up a programme that is accepted and that systematically and sustainably wins advocates for the strategic agenda is a challenge. Yet the potential is enormous.

The decisive factor for the success of Change Ambassadors lies in the corporate culture. Whereas such approaches in the past were characterised by a desire to exercise as tight a control as possible over the ambassadors and their activities, today it is increasingly important to provide them with the tools to enable them to authentically champion change in their own way. Only in this way can they successfully engage the organisation, impart knowledge and foster trust in the change.

Activating and empowering Change Ambassadors is at the heart of such programmes. Three aspects play a key role here, which together form the basis for the success of a Change Ambassador programme.

Recruiting and engaging suitable candidates

To identify and engage suitable employees, a clear role description is required, alongside an internal communications campaign tailored to the cultural context. Unreserved support from management is essential and should remain consistently visible throughout the programme. Employees are motivated to participate in the programme through attractive incentives. In addition to programme merchandise and opportunities for development and learning, visibility to top management is a particular focus here.

Empowerment programme and networking

Another key pillar is a pragmatic and practical empowerment programme. It builds knowledge of the context and objectives of the change, teaches the communications formats made available to the Change Ambassadors, and, where necessary, trains them in presentation and coaching skills. In addition to empowerment, training programmes primarily serve to foster networking among the Change Ambassadors. This ensures identification with the community and overcomes silo thinking.

Trust from management, critical feedback and perseverance are essential

Change Ambassador programmes fail the moment they are left too much to their own devices. Ambassadors must be continuously supplied with ideas and content. In larger companies where there are numerous Change Ambassadors, it is important that they have the opportunity and space for community-building and that they can participate in appropriate events and dialogue formats. Furthermore, management must be willing to consistently explain its approach and to dedicate itself intensively and sustainably to the Change Ambassadors. This must involve a willingness for Ambassadors to question decisions and – with their ear to the ground within the organisation – to provide critical feedback in bilateral exchanges with management. This requires management to place trust in them upfront, but it pays off.

Change Agents as a success factor in transformation processes

Equipped with a clear role and a mandate, Change Ambassadors can convey messages authentically and thereby foster a genuine willingness to change during transformation processes. Change Agents are a key success factor – as initiators and facilitators of (cultural) change alongside senior leaders and supported by management.

Katharina Klahold
Associate Director
[email protected]