Case Study Workshops

Trained 88/91 impacted managers using 6 half-day and 3 full-day case study workshops.

Topic		Details
Workshop Schedule		Case Study Workshop 1 Senior Managers. 18th Aug 2014 Managers. 20th Aug 2014 Assistant Managers. 22nd Aug 2014 Case Study Workshop 2 Senior Managers. 25th Aug 2014 Managers. 27th Aug 2014 Assistant Managers. 29th Aug 2014 Make-up Rounds Senior Managers. 13th Oct 2014 Managers. 16th Oct 2014 Managers. 20th Oct 2014
Workshop Content		> Welcome speech by stakeholder leader > Warm-up activities > Motivational video clips > Hypothetical and real case studies > Information sessions > Brainstorming activities > Change communication planning templates > Knowledge quiz > Fun activity, souvenirs and photo taking
Best Practices		> Equal focus on people and business in agenda. Workshop was divided into 2 parts: part I focusing on the people side of the change and part II focusing on the business side of the change > Cross-functional Collaboration. I developed the concept and delivered the workshop but roped in the project manager and a representative from the finance department to be co-moderators > Audience segmentation. Workshops were divided into for senior managers, managers and assistant managers > Strong Leadership visibility. Impacted leaders were invited to deliver a speech at the beginning of the workshop. Speech points were provided to control messaging. > Clear key message. A clear key message “You are in the driver seat” was communicated throughout the workshop > Use of real life case studies. A hypothetical case study was used to discuss what went wrong in a change program. Subsequently real life case studies were used to discuss issues > Coaching on managing change. Basic principles in change management such as change curve and engagement curve was introduced to managers > Change communication training. A team change communication template was introduced and managers were coached on how to lead change communication in their departments > Volunteers. Managers were asked to nominate staff to form a organising team for the launch event which was a sign of commitment > Free gifts. Managers were given a useful tips printed at the back of mobile phone covers > Fun elements. Quiz, fun moments, group photo taking were incorporated into the workshop > High participation rate. High participation rate of 88/91 due to advance invitations and follow-up with managers to attend > Make-up rounds. Additional rounds were held for those who not make it for the earlier rounds > Transparency to management. Participation status and workshop progress was shared in BBT and BBF circle meetings
Areas for improvement		> Link to core values. A connection to the company’s core values could have been made. > Locations. Some case study workshops could have been organised in Plant Dadong instead of only in Plant Tiexi > Short discussion on messaging needed. Even though speech points were given to leaders, they did not use it and the messaging was not clear > Lunch sponsorship. Lunch in the company canteen can be sponsored