Take some advice from Disney – storytelling lies at the heart of every successful change programme.
Here’s a little-known fact – I used to work for the Walt Disney Company. Over twenty-five years ago I was a Marketing Co-ordinator in Disney’s International TV Department based in Soho Square, London.
The rest of the team (not me, unfortunately) used to travel to Cannes for the TV Festival each year to support our roll-out of Disney Clubs. It was all very glamorous (for some) and very educational for me.
In one way (at least), I was a perfect fit for a job with Disney. If you’ve ever caught one of my podcasts here on Procurious or elsewhere, you may have heard my voice.
Let’s just say it’s “unfortunate” – quite high in pitch, scratchy…not pleasant! Some of my friends at the time claimed that my role with Disney was actually as the voice-over for Minnie Mouse. Cruel, but understandable!
I learned so much during my time there, but today I want to focus on what I picked up by experiencing the Disney marketing machine first-hand. I am sure many of you have heard about “the Disney formula”, which involves a core asset (the story) being rolled out and leveraged in its many formats.
My short-hand way of summarising this phenomenally successful technique is to categorise the formula into “the book, the movie, the merchandise, the ride – and the tweet”.
Drive Procurement Change Programmes like a Disney Executive
CPOs today are paid to drive global change – but are the programmes we put in place really that effective? Deft change management is what separates the good from the great.
I want to encourage you all to take a very professional, systematic approach to driving change with this Disney-inspired formula.
At the heart of every Disney project lies the book, or the original script. For CPOs, our “book” is the business case for the change program. This proposal, or argument for action, is the foundation of your change programme that must win the endorsement of your senior leadership team. Without the business case, your campaign has no foundation and will always be on shaky ground.
My advice is to treat your “book” the same way that the world’s best authors approach their craft – write, re-write, and re-write again until you’re 100 per cent confident that you’ve created a rock-solid, engaging business case that meets your organisation’s requirements.
Think about some of the lengthy classics that Disney has converted into film. Whether it’s The Jungle Book, The Hunchback of Notre-Dame or Treasure Island, the editors have managed to bring the story down to an average of 1.5 hours. Your “movie” is the public, dramatic expression of your story.
Not everyone will have the time, nor the interest, to read the business case for your change programme, so it’s important to condense it into a version that’s palatable for all. In the corporate world, this is often referred to as “the deck” – or even just a snappy executive summary.
Disney has always done an amazing job of licensing their characters to consumer goods companies. Procurement, on the other hand, is notoriously poor at marketing themselves internally.
I’m not suggesting that you order in a range of paperweights or mousepads to promote your change management programme, but it’s worth considering an effective logo or even a slogan that will encapsulate and amplify your message.
Why not reach out to your colleagues in marketing for their creative input?
When I worked at Disney all those years ago, the most profitable part of the business was their theme parks. As part of their marketing formula, amusement rides were based on Disney’s most popular movies and TV shows. But how can this be applied to your change management programme?
Well, I once heard that if you want to get a message across to employees, you need to communicate it eleven times before it’s absorbed. Why eleven, I have no idea! This is where the ride comes in.
Once you’ve converted your “book” into a “movie”, hop on “the ride” which will repeat the same message over and over again until your program has been accepted.
It doesn’t necessarily need to follow the same track – best-practice communication involves delivering your message via multiple platforms (newsletters, emails, the company intranet, posters and social media) to keep the message fresh and engaging.
A Modern-Day Addition: The Tweet
When I was at Walt Disney, there was no social media. I’ve just checked the #Disney hashtag on Twitter and it’s incredible to see how many accounts they’re running concurrently: @Disney, @DisneyPixar, @WaltDisneyWorld, @Disney Channel, @DisneyMusic. This doesn’t even cover the individual hashtags dedicated to each new movie, along with a legion of unofficial, fan-based accounts.
Disney understands that social media is essential for getting their message to where their audience spends its time. CPOs need to take the same approach. Social media, used intelligently, is an irreplaceable tool in their global change management kit.
Yammer, Procurious and LinkedIn are just some of the many platforms that can be used to engage and influence your team to help them understand the why – and the how – of your change program.
I’ve looked to Disney for my inspiration due to having first-hand experience with their marketing techniques all those years ago in Soho. However, they certainly aren’t the only organisation with a magic formula.
If you’re considering a change management programme, save yourself some time and energy by finding your own inspirational company who demonstrate best-practice, steal their formula, and get to work!
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