How a large multinational used Synthetron to focus the agenda for a top leadership meeting.
Situation
A large multinational was planning the agenda for its Top 100 Leadership meeting. They did this every two years.
This time they wanted to discuss how to implement the new strategy. Head Office had created it and they wanted to see it in action.
Approach
Prior to the meeting the team used Synthetron to work out where to focus the agenda. They wanted to discover which aspects of the strategy were most important.
Before developing the script, Synthetron consultants asked if the strategy was well known and accepted. Although the answer was yes, the script allowed for both scenarios. All of the meeting participants were invited to join in the discussion to help shape the agenda.
Discovery
In fact the discussion highlighted a lot of confusion. This was true at various levels. Many people were not aware of the strategy and few understood it.
Leadership discovered the trouble spots and could start to tackle them. Knowing the Hot Topics for the meeting meant the meeting planners could give them the priority the meeting attendees were looking for.
They fine-tuned the agenda and focused on what would generate energy and engagement. In the end they could all move forward. Together.
How a major electronics manufacturer used Synthetron to engage employees on a new strategy.
Situation
A major electronics manufacturer was about to have a significant new strategy launch. They wanted to engage employees to bring it to life in the organisation. But it’s not always easy to create a fair way for everybody to have their say.
Traditional cascade systems and town hall meetings can mean many people aren’t heard. So they decided to use Synthetron instead. To make sure that everyone’s voice was equal, and no matter where they were they would get the opportunity to participate.
Approach
We organized 3 Synthetron online dialogue sessions on the same day with a total of 600 employees.
For each session, employees listened first to a webinar explaining the ideas. Then they had their online discussion.
After this session, the CEO came back online to thank them for their participation and tell them when to expect feedback.
In total, more than 2500 comments were gathered through the Synthetron dialogue.
Synthetron consultants were invovled in the development of the script and the moderation of the sessions. To ensure that everything would go smoothly and the script would touch upon the right subjects.
Discovery
Synthetron analysed all the sessions afterwards to deliver key conclusions on employees’ hesitations and accelerators to the client.
The Synthetron sessions identified practical aspects of the strategy that were important to employees on the factory floor or in the distribution chain. Gathering these points of view built engagement as well as provided valuable data.
This enabled the management to adapt the strategy and set targets which they knew were supported by staff.
