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A public sector organisation suffered from poorly prepared speeches. Senior people were being given scripts to read that were not conversational and would be delivered as read papers. By working on the speeches to turn them into conversational scripts and by training the speakers in a technique by which they could read verbatim, but not appear to be reading, effectiveness was achieved, without having to change a well developed process. |
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An asset management company were hosting a conference for their clients. The day was split into discussion groups, led by client relationship managers. Analysts visited each group to make presentations on their sector. The key was to get the group leaders to plan the discussion carefully to meet objectives by steering the conversation onto certain subjects. In that way, the day was prevented from being just an entertaining "talking shop" dominated by the agenda of a few vociferous clients. |
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One of the bulge bracket investment banks were concerned at the poor standard of presentations. Initially it was thought that the bankers delivering the presentations were at fault, but huge expense was saved by focusing on those who prepared the presentations and the process involved. By the early, but brief, involvement of the senior people, time and cost is saved in the process and those delivering the presentations are provided with materials that helped them achieve success. |
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A major telecoms company are changing the culture of their large research and development organisation. From an internal overhead, where scientists presented their ideas in a non-competitive and non-threatening environment, the R&D department are re-branded and are now a profit centre, with competition from outside the company as well as the freedom to sell their services on the open market. A commercial culture is being developed through a large blended learning programme and support for critical events. |
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