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The second phase needs to concentrate on initiative and performance to restart the business of Tyco and make it profitable again.
Imagine that you were CEO of Tyco when the former CEO was still on trial for fraud. You are trying to rebuild the company's corporate reputation. Write a script for your address to the shareholders after 18 months in the position. Pay attention to the appropriate use of metaphors in your change conversation to this group.
Transformation is difficult but critical for any business to attain growth and realize its full potential over the long-term. Over the last eighteen months our company has been through a crucible that has tested the trust and value we deliver as a business with our suppliers, customers, employees and shareholders. The goal is to rebuild a solid foundation of trust based on complete accountability. My appointment of a Chief Ethics Officer who is also a member of the board of directors, and the budget of $10M to create the necessary oversight systems and processes will go far to making Tyco transparent and worthy of trust again. Our direction going forward is clear, it is to serve our customers, create a positive environment for our employees where they can excel and fulfill their potential, and deliver profitability...
We must do well by doing good, and embrace authenticity and transparency.
What issues emerge in this case in terms of communicating change with the outside world?
For communication to be effective there has to be a dialogue or exchange of ideas and concepts, viewpoints and perspectives. Trust has to be the first goal to be attained, and all other goals must follow from that. The concepts and frameworks discussed in this paper are apply across the board to all organizations as communication must always be the catalyst of strategic change. In the case of Tyco the focus on how to attain the highest levels of performance after such a far fall in ethics, these frameworks show how valuable they are.
References
Ford, J., & Ford, L.. (2008). Conversational Profiles: A Tool for Altering the Conversational Patterns of Change Managers. The Journal of Applied Behavioral Science, 44(4), 445.
Glenna Gerard, & Linda Teurfs. (1997, August). Dialogue and transformation.
Executive Excellence, 14(8), 16.
Geert Hofstede, & Robert R. McCrae. (2004). Personality and Culture Revisited: Linking Traits and Dimensions of Culture. Cross - Cultural Research, 38(1), 52-88.
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