Interesting conversation happening in my organisation right now about the future of our engagement offer.
Our “heartland” is brand, and there is significant discomfort at the senior level about “leaving” this heartland. To the extent that there is a list of what we “do” and what we “don’t do.”
On the “don’t do” list is:
– Change management
This puzzles me. On the one hand, of course we don’t go out and “sell” HR or change management. On the other hand, let’s think about this by dissecting a statement.
(1) BRING (2) OUR (3) BRAND (4) TO LIFE.
(2) Bring = action. ie. Going from point A (behaviour not on brand) to point B (behaviour on brand). eg Change.
(3) Our = us. People – human beings.
(4) Brand = reputation, performance and customer experience. People, environments, marketing, products and services.
(5) To Life = Making it real. eg, people making change.
So. We don’t “do” change management – that is, managing the organisational and people transition from a state of “not living the brand” to “living the brand.” And we don’t “do” HR – that is, using basic approaches to ensuring the organisational development and people side of things is managed appropriately.
So if we don’t “do” HR and change management, what exactly do we “do”? Print posters and books, build websites, make logos and gasbag in front of conferences full of senior executives I guess. And call it “brand engagement”.
Responding to the current proposal if going to be fun as you can drive an 18 wheeler through the logical gaps…