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The Mega Group is all about aligning an organizations Brand and Culture. We use a proprietary process which begins with the Brand and Culture Alignment Toolkit or BCAT. www.getbcat.com. The process begins with our scientific tool which identifies the gap between your company Brand-Culture. Each individual then submits a personal alignment plan that changes attitudes and behaviors while increasing employee engagement, morale and profits. Challenge us to help you change your business!

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Paradigm thinking.

For over a hundred years, baseball statisticians looked at the same data for each player, depending on the position. Then in the early 2000s, Billy Beane came along and changed the way baseball statistics were viewed. It began the era of Money Ball, a point in time that continues until today where sabermetrics has become an important role in evaluating a professional baseball player.

What’s interesting about Money Ball and sabermetrics is that in years past if a player hit .285, drove in 85 runs and hit 25 home runs, he was considered a star player. But, when further looking into the important situations a player was in, say for example with runners in scoring position, his batting average was far below the .285 he hit during the regular season, his value may have actually decreased.

Anyway, there’s lots more to talk about with regard to Money Ball. In today’s business world, the valuation of a business is being examined. We are in the era of pre-Money Ball for business. Dave Bookbinder’s recent book entitled The NewROI –Return on Individuals has shed a different light on the value of human capital. We can now draw a direct correlation between something called the Brand and Culture Index of Alignment, Employee Engagement and the Human Capital Value Equation.

We have amassed a community of companies or businesses who are working on the value of the human capital equation and we are finding some revealing statistics. We are in the throes of a revolutionary paradigm shift in the valuation of businesses based on the human capital element. Want to learn more?

Imagine walking into your office one morning at 7:30 when you’re typically the first to arrive. This time, there are four or five colleagues who beat you into the office. One of them bought coffee and another bought bagels and donuts. They’re from different departments and are already working on a project together, getting along well, and happily solving perplexing issues. The project is on time and on budget. The results are extraordinary.

How did this all happen? Could it happen for you?

Think about your organization as it is today. Consider the leadership, the teams, the mission.

Now, visualize your organization doing its best work on its best day, like the one you’ve just imagined.

That’s where we start when we begin the process of a brand and culture alignment.

An alignment enables your company to clearly understand its brand, what the brand stands for, and whether or not employees are moving in the same direction to uphold its promise. In other words, it helps your organization identify its “True North,” develop ways to stay the course, and offer you guidance as you do.

Why does this matter?

Because it’s easy to craft a well-written mission or vision statement. But words on paper will never guarantee results. Only a unified and committed work force who understands the company’s True North and contributes excellence in its pursuit can bring the words to life.

With alignment, employee engagement goes up; absenteeism goes down. Profits go up; mistakes go down. Morale goes up; complaints go down.

Is this really possible?

Well, it’s not magic, although it might seem to be. It’s more science, smart action and thoughtful communication that get everyone clear about the company mission and their role in preserving it.

Schedule a Brand and Culture Alignment to make the seemingly impossible a real-life scenario in your organization, every single day.

It usually takes the business world a while to catch up and understand the value of new ideas and innovative practices coming from the academic community. The intrinsic value of internal branding has been discussed for many years on campuses around the world, but it finally took a five-year study to prove the point fiscally. Recent studies prove that effective communications plays a significant role in delivering a total shareholder return of as much as 29.5%. These numbers are powerful proof that employees like to be involved with the business in many ways. Unfortunately, the opposite is true. Organizations with poor communications have a negative 15% total shareholder return against comparable businesses.

Businesses spend tens of millions of dollars on external marketing communications plans only to have leads sit on a desk or the prospect under-whelmed by the first impression of a colleague. We all sit and wonder why the ad campaign didn’t work, the finger pointing begins and the ad agency is fired or even worse, you are.

Internal brand communications is certainly not a difficult concept to grasp, however the methods by which we communicate and what we share may be. Keep in mind that this is not a marketing or human resource issue, it must be a company wide initiative. Employees want to know where the company is headed strategically, financially and from a community standpoint. Employees like to see their names in newsletters and in e-mails, sharing the news connect people to people. You will find that throughout this post, we site specific methods of sharing information by well known brands and the importance of such communications in corporate structures.

Many of us have experienced eyewitness accounts of colleagues and employees not delivering the company “brand promise”, it can be both frustrating and more importantly financially draining to the business. We’ve all experienced walking into a retail environment only to be disappointed by the way we were treated, we tell our friends and family and they spread the bad news. The ripple effect can be devastating to the business.

So how do we change it? Strong leaders, across the company buy-in, making the emotional connection, communicating a million ways and holding people accountable are the keys to a successful and effective communications program.

 

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