Delta 7 specialises in engaging employees with strategy and change
Case study: Using Visual Dialogue to create a community with a unified vision
Client: BT Human Resources Division Requirement: To create a sense of community in BT HR and bring people together with a unifying vision
Case study: Using a Big Picture to bring complex data to life
Client: Information Security Forum The ISF (Information Security Forum) is a not-for-profit membership organization providing syndicated business consultancy and advice on information security to over 300 members. Context: ISF embarked on a project called ‘The Role of Information Security Enterprise’ (RISE) to explore where information security should sit in an organization. The project involved a series of meetings around the globe talking to senior executives to discover what they wanted from information security, where they thought it should go and how it could help the business. Problem: This research generated a massive amount of complex, multi-dimensional data in a wide variety of formats - from ...
These images are small selection of developmental sketches and idea pieces.Please click on an image to see a larger version.
What we do
Strategic narratives and Big Pictures to drive employee engagement and change We use stories and pictures to engage people with complex issues in organisations. At the heart of our process is Visual Dialogue™ - an interactive employee engagement and change tool that uses Big Pictures to catalyse conversations throughout the organisation. Through this process of dialogue, employees are able to make sense of the strategic narratives and relate them to their own experience. We have helped leaders in over 100 major organisations benefit from increased employee engagement and buy-in, deeper understanding and greater personal responsibility for change. Visual Dialogue is ideal for organisations that need ...
If poor communication is at the heart of most business problems, it makes sense to use a language everyone can understand. Instead of leaders having to constantly explain what they mean to people, a Delta7 Big Picture will speak for itself. Engagement with important messages won't happen unless there is a meaningful connection between the cares and concerns of leadership and the cares and concerns of employees. Our Big Pictures are enriched with content from employees as well as from leaders - bringing those concerns together in one place, often for the first time. When people see their own experiences represented visually, they naturally ...
Delta7 has implemented Visual Dialogue in well over a hundred organisations across the public, private and third sectors. Use the links below to look at case studies of some of our past projects: NHS Service Improvement Facilitators BT Human Resources Division Information Security Forum More case studies currently being written ... For more information about specific market sectors and references from past clients, give us a call on 020 7199 7099. Full contact details are available here.
Visual Dialogue is the core of each of our three process stages: • Clarify: supports a CEO and top team get clear about their change strategy and key comms • Engage: gets input, engagement and buy-in from employees across the whole organisation • Act: makes value- or issues-based behaviour change meaningful at a local level and gets individuals to take responsibility for action . These three stages add up incrementally to form our various services: • Board Alignment around a strategic narrative • Employee Engagement • Values- or issues-based behaviour Change .
The crisis in public spending
This picture reflects concerns we heard while working with a number of central government departments last year. Most of these organisations have experienced a steady increase in funding under Labour, but under the shadow of a dramatic economic downturn are having to adapt to a stark new reality. The imminent future is one where social issues continue to rise, fed by increased debt and unemployment, while the pipeline of funding is abruptly turned off. While money could be used to disguise inadequacies in the past, this is no longer possible – public sector organisations are going to have to ...
We must capture their hearts and minds!
This is a picture of an exchange we heard a few years ago in a client session. It’s so rich we just had to make a picture out of it. It is can be easy for leaders to lose touch with the cares and concerns of the people that work for them. By not connecting with what matters to their people, they lose the sense of reality about what’s going on in the wider organisation. In this picture, the leadership team, excited and motivated by their charts and strategic concerns in the comfort of the well-lit office contrast starkly with ...
Elephant Under The Table
When people become fearful of saying what really concerns them, leaders lose sight of what’s really happening in their organization and the quality of their decision-making suffers. For employees, unarticulated frustration can turn into confusion and anger that quickly creates a culture of low morale. This then manifests as apathy, resistance or even sabotage. Soon, no one wants to talk about the real issues even though they are staring everyone in the face. These things are difficult to talk about and all too often at key briefings and presentations people just sit in silence, unable to say what ...
Organisational charts and organisational reality
There’s something reassuring about org charts – they can easily disguise what is really going on, making everything feel neat and manageable. It’s interesting how often the title of these charts is the name of the company, as if the piece of paper actually is the company itself.
CRF Employee Engagement Conference 2010
I went to a great conference last week on employee engagement organised by the Corporate Research Forum. There were several good speakers, covering a range of interesting themes and plenty of time to explore them with participants around the table. This was something I greatly enjoyed as it was good to be at a conference on engagement and actually feel engaged! One particular table exercise was to discuss “what HR can do to create employee engagement?" A theme that came up on several tables was: ‘we need to see people as human beings who are valued and respected instead ...
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