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Change Warriors: Embracing Transformation and Thriving as a Team

Join us for an exciting teambuilding event designed to support the organizational change happening at Sales NatCon Smart Communications Inc. This outdoor event at Mimosa Leisure Park in Clark Field, Pampanga aims to provide a positive shared experience for participants as they navigate through the structural change and develop stronger teamwork. Through a customized contextual design, participants will take on the roles of warriors and racers, experiencing the shift in strategy, energy focus, and battle assignments. Don't miss this opportunity to embrace change and thrive as a team!

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Change Warriors: Embracing Transformation and Thriving as a Team

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  1. DESIGN OPTIONSfor the TEAMBUILDING COMPONENT ofSALES NATCONSMART COMMUNICATIONS INC

  2. Parameters • 400-450 participants • Outdoor • Venue: Mimosa Leisure Park, Clark Field Pampanga • Date: March 29, 2007 2-6 PM

  3. Context • Activity is preceded by a STRUCTURAL CHANGE in the organization • “Change” experience of the participants are in three levels • Organizational design (focus area of roles, scope) • Reporting relationships (new assignments, new possibilities) • Partnering dynamics

  4. Context • For some key people, change may result to perceived: • Role diminution • Loss of power

  5. Other relevant background Activity context: a) Overall Objective To cap the “just installed’ organizational design of the Sales Organization • Provide a positive shared experience for the new formally organized teams • To address multi-level varied reactions to change among the participants • Generate positive energy around the change and excite the participants about their new teams

  6. Key Process Flow of Change introduction and the Teambuilding Component Organizational ChangeDesign • Rationale • Strategic Context • Declaration of Incumbents Change Workshop • Unfreezing • Team Character Norming • Informal Integration • Integration Reinforcement through structured shared common challenge Teambuilding Natcon Proper • Kick off of plans • Declaration of Org’l/Structural Functional Support

  7. Summary of Strategic Context 1. The Sales Organization is CHANGING: • Market dynamics is changing • Our “Go-to-Market” is changing • We must radically change to continue to Lead (mindsets, practices, behavior)

  8. Summary of Strategic Context 2. This CHANGE is GOOD for all of us! ORGANIZATIONALLY • it allows more strategic focus, consistency and better servicing to our customers and eventually the end users INDIVIDUALLY • We evolve from “generalists” to “specialists” (higher expertise specialization) • We are able to sharpen our ways of making the customers love and prefer us over others

  9. Summary of Strategic Context 3.This CHANGE will require us RETOOLING in • Our FUNCTIONAL skills sets and, • Our “Partnering Ways” with our co-specialists in the fields

  10. Summary of Strategic Context • A FEW THINGS REMAIN constant in the SALES organization; • The playing field remains to be FIERCELY COMPETITIVE. • We need SPEED, FOCUS and INNOVATION to be ahead. • Flawless execution in sales and distribution defines us from competition.

  11. WE ARE TRANSFORMING To survive To stay competitive To continue to lead in a dramatically changing industry

  12. DELIVERY STRATEGY OF SALESCON TEAMBUILDING • SALES ORGANIZATION QUICKSCAN A DIPSTICK will be undertaken to establish people dynamics, surface expectations, fears and anxieties and concerns 2 weeks before the teambuilding. METHODOLOGY: a customized 6-10 item questionnaire will be formulated for the organization. The survey will be web-based and shall be activated for 3 days. The questionnaire shall be designed to consist of a set of quantifiably processed questions (5 point Likert scale) and trigger questions for open ended qualitative3 comments. The DIPSTICK will drive the customized design of the activity as well as generate FAQs which may be developed into a training support material

  13. DELIVERY STRATEGY OF SALESCON TEAMBUILDING • CUSTOMIZED CONTEXTUAL DESIGN A customized context and creative handle device shall be crafted for the Teambuilding Adventure It consists of a story line which will have “parallels” to the specific context and challenges of SMART Sales Group • ACTUAL IMPLEMENTATION The actual implementation shall use the design parameters

  14. Creative Handles • Warriors • Racers

  15. WARRIORS’ HANDLE

  16. Warriors • Shift in strategy/image from localized PNP to special elite forces. • Generalist to elite force specialists • Shift in weaponry and use of armament • From “machine gunners” to “snipers” • Shift in strategy, mobilization and execution

  17. Warriors • Shift in energy focus, energy utilization • Shift in battle assignment, elite force deployment • New Wars, New BattlesTransformed Warriors

  18. Oznobodik Wars

  19. Takeout • “New wars are upon us!“Our position is threatened, we must not only protect it, we must widen our lead!” • “There is no substitute for victory.”“Losing ground is not an option for us.” • Competition is in all fronts.

  20. Takeout • “We can only win if we work together. Non-team is a non-option.” • “This fight is going to be fun, if we work well with each other.” • “Planning, organizing, strategy, execution and other ‘motherhood and apple pie’ are not passé. On the contrary, without them our energy is useless.”

  21. The Storyline • Thinning Resources • Only one Kingdom is fit to reign

  22. THE GROUP will be divided into: Four Kingdoms (100 pax) Each Kingdom is composed of four tribes (25 pax) Each has a role to play Each role has a function, set of tasks and corresponding competencies and limitations

  23. THE SCENARIO: OZNOBODIK WARS Survival of the fittest: only 1 team can be accommodated by the thinning resources of the world To control OZNOBODIK, a team must meet certain resource requirements: lives, food, water, minerals, ammo

  24. THE SCENARIO: Futuristic World The material resources are to be gathered along the way– but not without challenge! Thus war ensues There are pre-assigned roles in each team: farmer, soldier, miner, etc. – each has specific contributions to the resource requirements & the defense of the team

  25. THE STAGES STAGE 1: Reconnaissance Battle Assessment Redeployment STAGE 2: FINAL BATTLE

  26. RECONNAISANCE STAGE 1: From Reconnaissance to the 1st Battle After a 5-minute area scan by qualified personnel (intelligence officers), battle for resource-gathering begins

  27. BATTLE Farmers, Miners harvest planted resources. They are unarmed but can be covered by soldiers, who cannot harvest but can defend/ kill. Physicists are assisted by reproducers in making bombs. There are rules of engagement to be followed. BATTLE for 30 mins.

  28. ASSESSMENT STAGE After the battle, each team accounts for their current resource levels – live people, ammo, food, water & minerals. Their ammo supply for Stage 2 depends on their performance Dead people on stage 1 are not resurrected Scores are published & declared

  29. STAGE 2: THE FINAL BATTLE

  30. Process Flow • Plenary Session • Grouping Activation/Team Competition • Overview, Game rules/Mechanics • Strategy Setting INTRO TRANSPORT to GAME VENUE • Physical transfer to venue • GAME activation ADVENTUREGAME • 4 CAMPS, 4-pronged • 2 staged game Transport to Hotel • Wash up • Debriefing • Video Playback • Honing with Conceptual Framework • and theme Processing and Video-based Feedback Closure • Ra-rah Boom : Kill

  31. PHYSICAL & MATERIAL REQUIREMENTS • SMART • TIME • TIME • SMART • SMART • SMART • SMART • SMART • TIME • SMART • SMART • SMART • Open field, wooded area • Wargame paraphernalia: Ammos, gears, masks, vests • Set Design Requirements • Color Coded Shirts • Outdoor & Indoor sound system set-up • LCD Projector & screen set-up • VCD player • Bus transport to & from Outdoor Area • Info Kit • Medic Team • Outdoor Generator Set for sound system • Outdoor tents, chairs & tables

  32. PROJECT COST to follow

  33. RACERS’ HANDLE

  34. Racers’ Handle • Amazing Race woven with Mission Impossible Pegs • Mix of race, espionage, clue retrieval, disarmament and engaging in special battles to move in to succeeding stage

  35. General Challenge Teams must utilize its resources and skills effectively in order to locate and intercept, decipher messages and clues and go through specific challenges in order to generate points and move on the next stage of multi-phasic game challenge.

  36. Briefing • Receive Mission Brief Process Flow Issue Warning Order • Planning Complete Plan • Mobilization & Reconnaissance • Ground Deployment • Race to Retrieval Activation Completion and Evaluation • Debriefing and Evaluation

  37. ACTIVATION PROPER Teams will need to search environments for coded letters and numbers to identify location of intelligence or espionage agent (depending on mission brief) Once all clues and information have been collected, teams reconvene at designated safe sites A final team challenge will be activated

  38. CHALLENGE ELEMENTS • SPEED • Problem – Solving and Strategy • Creativity • Mobilization and resource maximization • Communication • Trust

  39. Possible Deployment Strategy • Team 3 Challenge Tracks: Eg: Virus antidotes Industrial Espionage Military Assault (bomb detonation) 4 Teams on a challenge; 3 Tracks 1 Winner per Track

  40. Illustration Each Team Plays within specified track yet clues are to be retrieved in the “universal” field (focus & specialization component) No collaboration between teams within each track (segment) Synergies may be generated between tracks. A B C 1 4 5 8 9 12 3 2 7 11 6 10

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