b2b research: how to be an agent of change

BY JOEL HARRISONEDITOR-IN-CHIEF, B2B MARKETING

How to be an Agent of Change

›  Marketing is responsible the public face of the organisation – therefore change is visible.

›  Significantly more scrutiny than back-end functions. ›  Consequently marketing faces pressure to do it once

and do it right… and do it fast. ›  This pressure can mean marketing is resistant to change,

fearful of being burned.

HOW TO BE AN AGENT OF CHANGE

What’s the impact on marketing?

›  An individual who proactively drives change in with a strategic objective in mind, bringing stakeholders and team members with them.


What is an Agent of Change?

Part 1. Our research – what we asked… and what we found

Frequency of major change

35%

Constantly and every six months

12%

Less than every two years

19%

Every six to 12 months

34%

Every one to two years

PART 1. OUR RESEARCH

Positive or negativeimpacts of change


9%

Always positive

8%

Mostly negative

0%

Always negative

43%

Mostly positive

40%

As likely to be positive as negative

Positive impacts of change


Positive

77%80%

Expansion into new markets

Product development

Development and implementation of new strategy

67%

Negative impacts of change


Negative

35%38%

Mergers and acquisitions

Organisational restructure

Change in working culture

33%

Organisational impact of change versus impact on marketing

Change in culture

Change in work processes

Implementation of new technology

34% 10%41% 6% 31% 16%

Difficulty for wider organisation

Impact on marketing department


Drivers of change versus deliverers of change

Driving change

48%

Okay Very good

22%

0%

29%

1%

GoodVery weak Weak

Adapting to change

39%

Okay Very good

26%

0%

27%

8%

GoodVery weak Weak


Enablers of change

Clear communication of strategic goals

A flexible mindset and approach

Strong leadership Involvement of marketing and

a shared vision

46%

25%24%

15%


Barriersof change

Culture poorly suited to change

Lack of communication and transparency

Lack of budget Poor leadership

22%21%

15%14%


The qualities of change-making organisations

35%

Clear leadership from the top

Definitive goals and timelines

76%

63%

Communication of reasons for change

across the business


1.  Codify the cultural change required into a very short statement 2.  Align your hiring practices (including onboarding) 3.  Document and determine your standards 4.  Develop a sustainable reinforcement plan 5.  Use (the right) metrics to track


Changing company culture

1.  Identify the goals of your business partners 2.  Deconstruct these into behaviours 3.  Create actionable communication objectives 4.  Ensure internal stakeholders understand the plan 5.  Reassess and review regularly.


Communication of corporate goals

Part 2. The characteristics of an Agent of Change

“You need to demonstrate understanding and compassion – change is always about people, many of whom feel insecure, as much as it is about process and financials”

PART 2. THE CHARACTERISTICS OF AN AGENT OF CHANGE

1. Be supportive

›  Have sense of empathy, patience and pragmatic understanding for those struggling to adapt.

›  Provide encouragement and reassurance to your team. ›  Predict potential issues and set up support processes. ›  Collaborate closely with stakeholders outside of marketing –

create a culture of mutual support.

“Be humble, live what you preach, and show first hand how you deal with change before asking others to do so”


2. Be authentic

›  Truly and tangibly believe in the change you are driving. ›  Demonstrate that in your actions, not just words. ›  Use a justification that you believe in. ›  Be candid and sincere, but don’t dismiss or counter

the corporate narrative.

“To drive change, you need the ability to create and articulate a vision of the future – the dream of what it will be.”


3. Be clear and consistent

›  Make sure your message easy to digest and understand, and does not deviate.

›  Provide a plan which is robust and realistic, not fanciful. ›  Ensure each individual understands the delivery plan,

and their role in it. ›  If required to recalibrate, ensure you communicate

what, why and how with equal clarity, leaving no ambiguity.

“Agents of change need to lead from the front with enthusiasm and clear commitment.”


4. Be positive

›  Be the advocate or ambassador for the change you are driving. ›  Understand the causes of resistance, and address those directly,

but in a conciliatory fashion. ›  Be clear about the obstacles and objectives, and have

a realistic plan to overcome them. ›  Identify and align with other ambassadors, and present

a consistent and united front.

“Agents of change need to be pragmatic and willing to listen to alternative ideas for change. And if they’re good ideas, be prepared to accept them.”


5. Be pragmatic and flexible

›  Accept that no plan is ever completely watertight. ›  Be willing to adapt to evolving or unforeseen requirements,

and help others do the same. ›  Be focused, but know when to graciously accept

when an objective is not achievable. ›  Take and respond to feedback from across the team.

Part 3. What’s the alternative?

PART 3. WHAT’S THE ALTERNATIVE?

What if you’re not an Agent of Change?

›  Agents of change: Proactively drives change in with a strategic objective in mind, bringing stakeholders and team members with them.

›  Enablers of change: Can be relied on to deliver change originated and facilitated by others, but with little or no role in determining the objectives.

›  Victims of change: Needs to be convinced and cajoled about both the necessity for change, and proposed changes themselves. Likely to be less effective in convincing others of merits of change, or its objectives.


A comparison based on supportiveness

›  Agents create and embody a supportive environment for their team and other relevant stakeholders.

›  Enablers reluctantly try to bring the team with you, but don’t really get to grips with their needs and drivers in embracing it.

›  Victims make little effort to convince their teams of the merits of the changes, and are dismissive on requests for guidance or assistance.


A comparison based on authenticity?

›  Agents believe to their core in the change that they are seeking to drive – whether they instigated it, or not.

›  Enablers toe the party line officially but without apparent personal investment… privately harbour doubts which are sometimes verbalised.

›  Victims palpably do not align with let alone agree with enforced changes, and consequently are ill equipped to convince others.


In summary

›  All marketers can be Agents of Change. ›  Moreover, marketers should aspire to be one. ›  If you’re not driving change, you may be a victim of change. ›  We all need to keep working at it!


You can buy the report!

Thanks for listening! Any questions?

BY JOEL HARRISONEDITOR-IN-CHIEF, B2B MARKETING