One Canadian insurance communicator has dramatically changed her organization's culture by blowing up corporate-speak and starting a —groupie' mentalityÂ
How hard is it to change the culture of an organization?
Susan Dyck was determined to find out the answer to that question. Dyck, a communicator at Manulife Insurance in Canada, recently took a hard look at her organization, and saw a couple of problems:
1. There was no true focus on employee communications. Instead, the organization tended to emphasize sales—and sales, while obviously important, aren't the be-all and end-all to employees.
2. What employee communication the company did do was serious, stiff … and intimidating to employees. Especially when it came to the senior managers.
"I wanted to shake up the culture and do a couple of things," says Dyck. "I wanted to send the message that we're all in this together, and at the same time make senior management a little less intimidating to the rest of the staff.
Thus began the "Groupie" movement.