FACILITATING STRATEGIC CHANGE AT HAVAS

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by Yuval Beck1 view·Updated Apr 12, 2022
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  1. Yeah,
  2. yeah.
  3. Mhm.
  4. Yes.
  5. Mm.
  6. It's
  7. Oh,
  8. thank you, Gary.
  9. Following the Gap analysis and the fourth
  10. field analysis presented by my colleagues earlier,
  11. we will try to demonstrate where we feel you are
  12. currently are in respect of each of the steps defined bykota
  13. with regard to the unfreezing stage,
  14. as well as a recommendation to overcome those obstacles.
  15. Mhm
  16. those steps include creating a sense of
  17. some steps include creating a sense of urgency,
  18. forming coalitions and setting a clear vision and strategy while viewing
  19. what viewing
  20. while viewing it in three different angles.
  21. Head
  22. had the rational view
  23. hard, the emotional view
  24. and the hand
  25. your abilities.
  26. In this slide,
  27. you can see a three by stream table where one side divides the
  28. table into the different stages and the other side into the head,
  29. heart and hint
  30. itself contains.
  31. Yeah,
  32. yeah,
  33. it's cell. Contains
  34. itself. Contains
  35. the Corn state in the upper half
  36. and our commendation in the lower half.
  37. Please note that our recommendation are the general framework for you to work with,
  38. and the constant reflection and adoption is
  39. required for the chain possible to succeed
  40. David.
  41. We share your concern about the taste of adopting technology
  42. in changing accordingly.
  43. This is definitely your company's future.
  44. But sometimes by being so enthusiastic and
  45. by making decisions and not communicating,
  46. the reason behind them, change could be felt as being pushed.
  47. We are hopeful that by providing you with our observation,
  48. you can be more mindful and gain a broader perspective of your current situation.
  49. We're listening to the Executive Committee. We believe that all.
  50. Okay,
  51. we're listening to the executive Committee. We believe that they all feel
  52. when listening to the Executive Committee,
  53. we believe they're all feeling the need to make a digital transition and
  54. adapt to the new reality of social media in the speed of data.
  55. Some understand the urgency,
  56. and some
  57. some understand the urgency.
  58. And some might feel scared and the loss of control to be not.
  59. And some might feel scared and a loss of control
  60. to not be able to see that. And so the men
  61. and so the wind is somehow missing.
  62. As the CEO,
  63. you know better than we do that such substantial change
  64. should be a global effort that requires everyone's mobilisation for the cause.
  65. We believe that by sharing their data and creating
  66. storeys about competitors not adapting to the new world in
  67. failing because of it will create such a sense
  68. of urgency in people that didn't respect fully yet.
  69. And by that you will be talking.
  70. And by that you will beat it.
  71. And by that you will be talking to the head,
  72. creating a sense of
  73. mhm
  74. MM.
  75. Creating a sense of urgency is a powerful tool,
  76. and it is one step closer towards unfreezing.
  77. But it is important to phone coalition and to set a clear vision
  78. in strategy. As world
  79. victor and spoils merger appeared to have expanded the quad,
  80. they expanded the gap between traditionalists and their supporters.
  81. Some see victory spoils as competitors and doubting them why you did it.
  82. There is a great sense of uncertainty and people are feeling less relevant
  83. and that the traditional way is being neglected.
  84. We believe
  85. we believe
  86. that bad
  87. being more attentive.
  88. We believe that by being more attentive by not putting aside the past,
  89. helping people find a way to
  90. helping people find a way of coexisting with vigour and spoils
  91. and supporting them with this complicated cultural change.
  92. Bye.
  93. Be the shoulder and talk to the heart,
  94. be the shoulder.
  95. Talk to the heart. You will address the emotional side
  96. and be able to form mindful coalitions.
  97. As you probably understood between the lines,
  98. communicating with all levels of employees,
  99. your ideas,
  100. reasoning and supporting them in this traditional face is a
  101. key here and will address both the head and heart.
  102. In addition, having a clear vision,
  103. knowing where you want to go and what you want to become
  104. is not enough and should walk hand in end with a clear,
  105. actionable strategy.
  106. How to change
  107. how to live victors and spoils merger
  108. for strategic transformation.
  109. From the conversation we had, the impression was that there is no defined strategy,
  110. and so employees are confused and don't know how.
  111. And so employees are confused and don't know how to best fit in.
  112. And so employees are confused and don't know how
  113. to best fit into making your vision a reality.