THE ENEMIES OF DESPAIR|短视频|广告营销案例【ADGuider广告指南】

绝望的敌人

案例简介：描述活动/条目你如何授权一个士气低落的公共权威？你给它一个敌人去战斗。与 2012年初的其他瑞典当局相比，公众对瑞典社会保险机构的信心下降到临界水平。对瑞典负责提供社会福利的机构来说，这是一个严重的情况。政府发布了一项坚定的指令来纠正这种情况，这对该国第二大权力机构及其 13,000 多名员工构成了重大挑战，此前的重组举措让他们大失所望。该机构如何改变公众舆论，让员工有信心做出改变？答案不在品牌书籍和丰富多彩的内部网文本中，而是在员工的心灵和灵魂中。所以我们让他们集中寻找一个以安全社会为中心的愿景。然后通过启动内部平台来构建他们的工作: 绝望的敌人。几个月的主题讨论和交流在以前未使用的渠道显示 13,000 名员工他们在社会中的角色的真正价值。他们不再是仆人了。他们是战士。到 2012年底，96% 的员工意识到新的愿景，显然大多数人认为这是重要的、有吸引力的和急需的。公众信任度也上升了 7%，瑞典的质量指数突出了工作人员参与度的明显提高。此外，该机构被评为瑞典最好的潜在雇主之一。新的劳动力和振兴的社会保险机构终于开始出现。描述客户的简报目标是扭转公众信心的负面发展，并通过让员工参与解决问题来增加员工的自豪感。围绕共同愿景团结员工建立解决问题的内部责任感增加公众信心为确定该战略而进行的初步研究是对该机构 20 个客户群中的公众信任人物进行的分析，以及影响公众信心的参数。我们还研究了该机构的内部文化分析。结果在启动该机构的愿景后进行的两项独立的员工调查显示: 96% 的员工意识到新的愿景 82% 的员工认为该机构的愿景至关重要 84% 的员工认为愿景代表了一个良好的社会感知到的 “主动行动的权力” 增加到 67% (2011，61%) 51% 的员工认为该机构是一个有吸引力的雇主 (2011，39%) 外部报告改善了服务: 瑞典质量指数是一个分析客户感知的国家组织，它指出员工参与度明显提高，客户满意度量化提高。该机构被瑞典领先的商业日报 Dagens Industri 授予瑞典最好的潜在雇主之一。此外，还注意到以前看不到的媒体积极影响。公众信心上升了 7%，一项外部调查显示，77% 的公众受访者认为该机构的愿景非常必要。执行该活动于 2012年3月发起，邀请所有员工参加经理-员工研讨会，以 “众包” 为该机构的愿景/使命。向管理人员提供了支持材料，并随后报告了当地的调查结果。制作了一部竞选电影 (这是该机构第一次在内部通信中使用电影)，并建立了一个专门的内部网中心来记录这段旅程。来自车间/活动的电影报道意味着全国各地的员工都被看到、听到和承认。 2012年5月，根据 2000年份的研讨会反馈, 该机构的愿景和使命 “绝望的敌人” 是通过向总干事所有 13,000 名员工的个人预录电话发起的。后续活动: 每月持续举办研讨会和内部播客，讨论新的工作方式一个内部讲故事网站，分享员工的想法在外部公关工作中引入更积极的方法形势自 1997年以来，公众对瑞典社会保险机构的信心一直在下降。该机构在媒体中的形象也变得越来越消极，瑞典媒体利用一切机会强调公众对该机构的批评。在 2008-2007年采取了一项重大的重组举措，努力通过注重生产率来改善这种情况。这只会引起更严重的批评，并严重消耗员工的士气。 2011 年，该机构收到了政府关于增加公众信任的指令，此前该机构注意到公众信心处于 15 年低点。它还需要扭转消极的内部文化趋势。战略我们的研究表明，该机构需要显示在与客户打交道时采取更人性化的方法，并对处于弱势的人有更强的理解。员工访谈显示，他们不愿意承认这种情况，很明显，如果他们不参与分析、解决和解决公众信心问题的过程，这场战斗就不会胜利。将需要新的渠道，而且需要一种完全自下而上的方法，尤其是在以往自上而下的重组举措失败之后。我们的战略是一个过程，通过众包解决方案，从组织内部推动变革。其中一个关键因素是带领员工踏上自我发现的旅程，在这段旅程中，他们意识到自己在现代瑞典社会中发挥的巨大作用, 照顾弱势群体，管理福利制度，这是世界各地的榜样。

绝望的敌人

案例简介：Describe the campaign/entry How do you empower a demoralized public authority? You give it an enemy to fight. Public confidence in the Swedish Social Insurance Agency had dropped to critical level compared with other Swedish authorities at the beginning of 2012. This was a serious situation for the agency responsible for providing social welfare in Sweden. The Government issued a firm directive to rectify the situation, posing a major challenge for the country’s second largest authority and its 13,000-strong workforce that was disillusioned following previous restructuring initiatives. How could the agency transform public opinion and give its employees the confidence to make a change? The answer was not in brand-books and colorful intranet texts, but in the hearts and souls of the employees. So we engaged them in crowd sourcing a vision, which centered on a safe society. And then framed their work by launching the internal platform: The Enemies of Despair. Several months of themed discussions and communications in previously unused channels showed 13,000 employees the true value of their role in society. They were no longer servants. They were fighters. By the end of 2012, 96% of employees were aware of the new vision, and a clear majority perceived it to be important, engaging and much-needed. Public trust had also risen by 7%, and Sweden’s Quality Index highlighted a clear improvement in staff engagement. Moreover, the agency was named one of the best prospective employers in Sweden. A renewed workforce and a revitalized Social Insurance Agency had finally started to emerge. Describe the brief from the client The goal was to reverse the negative development in public confidence, and increase employee pride by engaging them in solving the problem. • Unite employees around a common vision • Establish an internal sense of responsibility in solving the problem • Increase public confidence The initial research undertaken to determine the strategy was an analysis of public trust figures within the agency’s 20 customer segments, along with parameters affecting public confidence. We also examined the agency’s internal cultural analysis. Results Two separate employee surveys carried out following the launch of the Agency’s vision revealed the following: • 96% of employees are aware of the new vision • 82% of employees think the agency’s vision is crucial • 84% of employees think the vision represents a good society • Perceived “authority to act on own initiative” increased to 67% (2011, 61%) • 51% of employees think the agency is an attractive employer (2011, 39%) Improved service was reported externally: • Swedish Quality Index, a national organization that analyzes customer perceptions noted a clear improvement in staff engagement and a quantified increase in customer satisfaction. The Agency was awarded by Dagens Industri, Sweden’s leading business daily, as one of the best prospective employers in Sweden. In addition previously unseen levels of positive media impact were noted. Public confidence rose by 7%, and an external survey revealed 77% of public respondents think the agency’s vision is much needed. Execution The campaign launched in March 2012 with an invitation for all employees to participate in manager-employee workshops to “crowdsource” a vision/mission for the agency. Managers were provided with support material, and reported local findings afterwards. A campaign film was produced (this was the first time film had been used in the agency’s internal communications) and a devoted intranet hub was set up to document the journey. Film reportage from workshops/activities meant that employees throughout the whole country were seen, heard and acknowledged. In May 2012, based on 2000 pages of workshop feedback, the agency’s vision & mission “The enemies of despair” were launched via a personal pre-recorded phone call to all 13,000 employees from the Director General. Follow up activities: • Continued monthly workshops and internal podcasts to discuss new ways of working • An internal storytelling site to share employee ideas • Introduction of a more pro-active approach in external PR work The Situation Public confidence in the Swedish Social Insurance Agency had been declining since 1997. The agency’s portrayal in the media had also become increasingly negative, with Swedish media taking every opportunity to highlight public criticism of the agency. A major restructuring initiative took place in 2007-2008, in an effort to improve the situation by focusing on productivity. This only served to generate more heavy criticism, and severely deplete staff morale. In 2011, the agency received a government directive to increase public trust, after noting a 15 year low in public confidence. It also needed to reverse the negative internal culture trend. The Strategy Our research suggested that the agency needed to show a more humane approach in its dealings with customers, and a much stronger understanding for those in vulnerable situations. Employee interviews revealed an unwillingness to acknowledge the situation, and it was clear that the battle would not be won if they were not involved in the process of analyzing, addressing and solving the public confidence problem. New channels would be required, and a totally bottom-up approach would be necessary, particularly after previous unsuccessful top-down restructuring initiatives. Our strategy was a process by which change was driven from within the organization, through crowdsourced solutions. A crucial element in this was to take the employees on a journey of self-discovery in which they realized the enormous role they play in modern Swedish society, taking care of vulnerable people and administrating a welfare system that is a role model around the world.