john jamison - case studies (2010)

John Jamison | Case [email protected] | linkedin.com/in/johnmjamison | +86-13724805100

Case Studies

John Jamison

mailto:[email protected]

http://linkedin.com/in/johnmjamison


IntroductionAbout Me

I've lived and worked in China since 1996. In 2002, I helped to found the Guangzhou based communication consultancy Oasis Communication Solutions. Since then I've consulted on and managed the corporate and internal communication activities for

companies ranging from international corporate giants, to local family owned manufacturers, to international non-profit organizations. I'm currently living in Beijing

as an independent communication consultant

About the Case StudiesAll of the case studies included here are projects that I've led or taken part in during

my experience as a communication consultant in China and Hong Kong. Some were conducted as part of an employer's consulting team like Mercer and Oasis

Communication Solutions, and others were conducted as an independent consultant.




My Expertise:Corporate Communication




My Expertise:Internal Communication




My Expertise:Event Management




My Expertise:Thought Leadership




SituationAn ongoing Mercer client, one of the world's largest and most well known logistics companies, was onboarding a new manager for the APAC region (including 12 countries and 9 languages) of its well respected Internal Communication department. In recent years, the management had found levels of front-line employee performance and engagement dropping and they were hopeful that reinvigorating their internal communication would help to turn around the negative trend. Top management had high expectations for the new manager and his department but vague targets. Everyone knew that something had to happen, but nobody was quite sure what it was that should happen exactly.

ActionsAs part of the Mercer Communication team, I was brought in to work with the new manager and his team for a series of strategy planning workshops and a regional employee survey. In the initial planning, through a series of exercises and tools, we uncovered that the key strategic goals that the client's new team would have to deliver on included:

» Transitioning to a shared service center model» Consolidating fragmented regional communication channels» Enhancing top management message planning and employee branding communication

To refine these targets and to strengthen the plan's internal buy-in, I designed and conducted a regional qualitative employee communication satisfaction survey focusing on the company's communication channels and key messaging.

ResultsThe results of the survey reinforced many of the hypotheses that we had made about the communication department' direction and also uncovered some new concerns that would be important to address. Armed with the survey results and our strategy planning, we and the client designed a 2 year strategic plan for the department that would move them towards achieving their key strategic goals. The client has been putting these changes into effect with ongoing guidance from Mercer and measurements of front-line employees are looking positive so far.

Case Study 1 - Internal CommunicationImproving front-line performance and employee engagement

Communication Tools» Strategic Communication Planning» Organizational Change» Employee Branding

» Channel Management» Project Management» Vendor Management

» Employee Surveys» Qualitative Research» Corporate Messaging




SituationA recently booming world leader in electronics components had just announced that it planned to acquire a foreign competitor. Although the deal made great sense for the local acquiring company on paper, there was concern about gracefully transitioning the employees from the acquired company into their roles in the new parent company. The acquired company had been much smaller and less formal than the acquiring company and had a strong track-record of innovation. But this capability sprung from a sense of individual empowerment that wasn't present in the acquiring company (“not everyone can be a rock-star in this company”). In short, much of what the acquiring company was buying was the culture of its acquired company, but an indelicate integration could shatter that culture and lead to eventual mass walk-outs and loss of deal value.

ActionsI was brought in as an independent consultant because of my background in cultural integration and my research into inter-cultural and organizational communication. After consultation with the local acquiring company's senior management, we agreed to taking several important steps before the day that the workforces merged:

» Perform of organizational culture surveys on both the acquired and acquiring companies» Conduct executive interviews to assess key behaviors for future performance in their industry» Examine the gaps in the organizational cultures with senior management to target potential cultural clashes and to inform the integration plan.

ResultsThrough my assessment, management had a quantifiable picture of where their organizations differed culturally, and which behaviors would either need tweaking or entrenchment. Senior management confirmed their plan to house the acquired company at a separate location, and decided to extend certain aspects of their organizational independence so as to allow them to retain more of the positive aspects of their organizational culture. But integration was still important, and the client also decided to develop a set of corporate identity documents targeted at emphasizing the specific characteristics that defined the parent company's culture and which were not at odds with the acquired company's core capabilities. The resulting collateral, including an adapted intranet portal, executive messaging and benefits communication, have so far helped create a dynamic third culture in the acquired company, and is expected to continue to maximize retention of key talent.

Case Study 2 - M&A CommunicationIntegrating organizational cultures during an acquisition

Communication Tools» Organizational Culture» M&A Activity» Employee Surveys

» Executive Interviews» Consulting to Senior Management




SituationOne of the world's largest toy companies was relocating several of its core business functions from the Philippines to Mainland China. This radical restructuring of its regional operations would entail:

» the termination of several hundred employees» the relocation of over two hundred employees » the local staffing of its new operations

In all, this relocation would lead to a major change in the corporation's regional cultural dynamics which could potentially lead to disastrous problems in retention, information transfer and team dynamics.

ActionsI was brought in to advise Mercer's Communication team on the development and delivery of a series of organizational and national culture development activities including staff and management training and senior management coaching. In the end, we helped them to mitigate their potential risks by delivered a set of programs that included:

» Vision refinement sessions for the senior leadership team» Development and planning for the strategic communication messages during the transition» A series of employee training seminars on national culture created in partnership with Trompenaars Hampden-Turner Consulting

ResultsThrough our planning and workshopping with leaders, the organization's key messages were kept at the front of the transition, and focus was maintained on developing a positive corporate culture rather than being dominated by potentially distracting national differences. When the time came for the transition, existing staff reported feeling well prepared and energized for the change. New local staff also reported feeling better prepared for working with their overseas colleagues. In addition, turnover during the change was kept under their target and work functions carried on seamlessly.

Case Study 3 - Change ManagementRetaining key staff during a major organizational change

Communication Tools» Cultural Integration» Change Management» Communicating for Attraction and Retention

» Manager Coaching» Communication Training




SituationA Chinese giant in light-bulb outsourced manufacturing was preparing for an upcoming change in government regulations that had been restricting them from selling directly to overseas customers. Since up until that time they had always been forced to work through trading companies, they didn't have any of their own marketing collateral. The manufacturer hired Oasis Communication Solutions to get them ready to go to market with their products.

ActionsWhen I took on this project, my team and I first worked with the client to more fully articulate their marketing strategy and to plan the sorts of collateral that they would and wouldn't need to reach those customers. We also performed a competitor analysis to give them insights into how international light-bulb companies were presenting themselves to customers. After our planning, we quickly went to work on designing a unified corporate identity complete with a new logo and style guidelines. We also wrote and designed (mostly from scratch) their English print catalogs, brochures and identity materials (business cards, letterhead, etc.). After our contract was completed, I also spent time with the client familiarizing them with the style guidelines and helping them to hire a full-time English speaker to manage customer inquiries.

ResultsThe light-bulb manufacturer was ready to go to market by the date that the revised government regulations took effect. Through their new branding they were able to present a consistent and positive face to customers that built on their experience as a leading outsourced producer. Their marketing collateral also gained traction, particularly in the South American and African markets where their professional style and clear messaging set them apart from other Chinese manufacturers seeking to exploit the same regulations. They have continued gaining value from their very successful corporate identity, using it shortly after to create their corporate website and have even launched their own line of branded light-bulbs.

Case Study 4 - MarCommsEquipping a Chinese manufacturer to enter the international market

Communication Tools» Go-To-Market Strategy Design» Corporate Branding

» Copy Writing» Technical Writing» Graphic Design» Translation

» Project Management» Vendor Management




» Change Management: Driving employee engagement of regional and local HR and organizational change initiatives. Working closely with senior managers to design the change initiative, change coalition, vision and action plan.

» M&A Cultural Integration: Consulted to companies from financial services, manufacturing, consumer goods, and trade sectors on integrating post transaction staff. Processes included cultural audits, gap analysis, executive interviews, channel design, and corporate messaging.

» Employer Branding: Developed to drive strategic corporate behaviors including brand strategy, core messaging and manager resources and managing branded communication channels.

» Employee Research:EngagementInternal Marketing and MessagingCommunication SatisfactionOrganizational CultureLeadershipManagement and Team Practices

» Brand Strategy: Produced guidelines and branded collateral (web and print identity) for clients of Oasis Communication Solutions. Developed in-house branding and guidelines for The British Chamber of Commerce Guangdong and Oasis Communication Solutions and GIVES.

» Channel Management: Internal communication channel assessment and planning based on communication satisfaction surveys.» Collateral Development: Planned and designed corporate identity, corporate communication, websites, brochures, catalogs, magazines,

advertisements and outdoor displays. Working clients of Oasis Communication Solutions and Mercer and in-house for The British Chamber of Commerce Guangdong and GIVES.

» Executive Coaching: Delivered around crisis and change communication.» Employee Training: Presentation skills, proposal writing, intercultural communication, and team dynamics.» CSR Reporting: Used GRI Guidelines to develop reporting strategy for a major apparel brand.» Corporate Philanthropy: Planned corporate sponsored charitable projects and events with partners including the Guangdong

Handicapped Federation, Handa, Habitat for Humanity and numerous orphanages, hospitals, and educational institutions.

Consulting Achievements Overview




Thank YouPlease contact me any time to have a chat.

- John Jamison



john jamison - case studies (2010)

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organizational communication

mercer communication

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