Having improved service standards and halted a decline in customer perception, British Gas was undergoing a further radical transformation, converging three business units into a single entity to create ‘One British Gas’.
The Premier Energy division led the way and blue goose, working alongside a range of change partners, supported a transformation programme which would eventually impact 25,000 employees across the UK. Success was dependant upon employees not only understanding the strategic drivers behind the transformation – a huge opportunity for product and service innovation and creating a ‘connected' customer experience – but that they felt connected to the new vision, values and brand that was being created.
Creative driven by strategy
Our starting point was to develop a creative platform that could support the myriad range of messages and channels across what would be British Gas’ largest employee engagement programme. Our solution was based around a ‘big picture’ visual story that set the change in the context of an organisational, business unit and personal ‘journey’.
Significantly it also provided an obvious transition between the familiar Premier brand and the recently launched external British Gas brand. This was no small challenge – initially resisted by the client – but proved critical in connecting employees to the customer and brand promise. This was the first time that British Gas had both used and help build their external brand from inside the business.
A platform for success
The ‘Big Picture’ creative platform proved hugely influential across all change communications, not only supporting the strategic themes but being used as a key tactic and metaphor to bring the strategy to life. Management tools and participative employee activities were built out from the platform by other change partners, including more than 1,000 employees attending Touchpoint events with 'the Big Picture’ as the guiding theme.
Measurement before and after the programme demonstrated that employees understood why the change was necessary (up from 57% to 87%), what it meant to them and their role (up from 82% to 96%). Most significantly it demonstrated a move from a ‘local’ mindset to a ‘One British Gas’ mindset.
NB: the above figures show before/after percentage of employees that agreed or strongly agreed.