Training Magazine - June 2008 - (Page 30)

CASE STUDIES MasterCard Worldwide: Taking Charge of Change asterCard Worldwide’s company. Many participants in melting iceberg first these sessions subsequently surfaced in 2006. That’s requested LBC sessions with when the company went pubtheir own teams tied to specific lic and began encountering all change challenges they are facthe changes associated with ing on their teams. Pilot that milestone in the compasessions have been held globally ny’s 40-year history. “We need in Purchase, NY; St. Louis, people who can embrace MO; London; and Brussels change and thrive in a world since fall 2007. All session parof increased competition, ticipants were required to read shorter production cycles for “Our Iceberg Is Melting” and new products, rapidly evolvcomplete online pre-work ing technology, alternate before attending the workworkplace approaches, as well shop. During the workshops, Global Customer Service employees in a pilot session in St. Louis. as changing political climates executives holding team sesand demographics,” explains sions developed action plans Rebecca Ray, SVP, Global Talent Management and to apply the 8-Step model to their change initiatives. Over the Development (GTM&D), MasterCard Worldwide. course of the change initiatives, executives and their teams After successful change-related initiatives in 2006 and 2007, the receive consulting services from the GTM&D team on action GTM&D team at MasterCard began crafting a more systematic plan implementation on an ongoing basis. approach to the way the company talks about change, leads The LBC workshop consists of several key components: change, and uses the new level of comfort with change as a com• Interactive dialogue on the book and reinforcement of petitive advantage. This entailed providing all employees with the key concepts from it. necessary skills to both lead changes within their business units • Identification and discussion of how the archetypes from and the skills to be more receptive to change. In addition to the book relate to each participant’s leadership style. MasterCard executives sharing their insights on change and a • Video presentation by Dr. Kotter of several corporate case resource Website with change-related content, the GTM&D team studies on why the 8 Steps are needed and what successselected Dr. John Kotter’s Leading Bold Change (LBC) initiative, ful implementation of them looks like. an interactive by-product of his book, “Our Iceberg Is Melting: • Breakout and group discussion on the past experiences of Changing and Succeeding Under Any Condition.” It then partparticipants with change initiatives and how they relate to nered with ISB Worldwide Corporate Learning Management, successful implementation of each step. co-developer and distributor of Leading Bold Change, to train • Exploration of the current state of the team or organizafacilitators and bring the program to life at MasterCard. tion, including strengths and weaknesses, and analysis of “We wanted a program with many of the key elements already critical change issues (fissures). developed with quality support tools and a variety of learning • Application of the 8-Step model to the identified focus area(s), modes to reach an audience of learners around the world,” Ray including completion of a plan and goals for each step. says. “The LBC program, a direct result of Dr. Kotter’s seminal Following the workshops, GTM&D consultants worked work, allows us to speak about his model in an easily digestible with each team to ensure successful implementation of the manner. It has the right blend of accessible workshop content action plan—in most cases joining regular team meetings, (what is not to love about penguins?), as well as research (books, and in some cases conducting additional workshops. HBR articles, videos) from THE thought leader on change. Furthermore, the ability to certify our trainers to drive the global NOW FOR THE 8 STEPS delivery was key to the selection of ISB.” So how far has MasterCard gotten with the 8 Steps of change? To increase the urgency for change (Step 1), in November GOING LBC 2007, a getAbstract Chat hosted by Chief Marketing Officer MasterCard kicked off the initiative with executive sessions to Larry Flanagan involved close to a thousand MasterCard build buy-in and support for driving LBC through the employees via a global teleconference of the key themes of Dr. 30 M | JUNE 2008 t r a i n i n g w w w. t r a i n i n g m a g . c o m http://www.trainingmag.com

Table of Contents Feed for the Digital Edition of Training Magazine - June 2008

Training Magazine - June 2008 Contents Online TOC Editor’s Note Live & Online Training Today Soapbox How-To World View Changes With Penguins Keeping Forced Ranking Out of Court Across the Board Certify Me Meetings CPR How Secure Is Your Data? Training Leadership Summit Wrap-Up Tools of the Trade Inprint Questions for Covey

Training Magazine - June 2008

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