Lorri F. Lennon ABC, Business Interconnexions Alvin Wong, Westpac Banking Corp

1. The in-house consultant model:Supercharging your internal brand Lorri F. Lennon ABC, Business InterconnexionsAlvin Wong, Westpac Banking Corp

2. About the organisation • Major Asia-Pacific bank (Australia) • 27,000+ employees • Global assets of A$300 billion • 850 branches • No.1 in the global banking sector for Dow Jones Sustainability Index five years in a row • No.1 in Australia for corporate responsibility

3. Our story • Established in-house communications consultancy • Shared-services principles • No mandate for first two years • Grew from 1 to 60 consultants • Major impact on internal brand and business performance

4. What you’ll walk away with today • 12 key learnings • Architect • Practitioner • 6 super-charger tips

5. The genesis in 2000… Record profits, but growing public resentment

6. … with staff jumping the counter

7. Internal brand melt-down Ineffective communication • Fragmentation • Inconsistent messages • Missed opportunities • Duplication of efforts • Lack of central strategy • Lack of integration

8. IC: a job, not a profession • Worked in isolation • No shared vision • No shared learnings • Inadequate measurement • Lacked professional development opportunities • Undermined by internal competitiveness • Paid inconsistently

9. Shared-services fundamentals ++ ## xx ** Organisation Organisation Shared Services Group B.U. xxxxxx B.U. ++ ## xx ** ++ ## xx ** ++ ## xx ** ++++++ Demand ###### B.U. B.U. B.U. Supply ++ ## xx ** ****** B.U. Business unit X = HR+ = Finance # = Procurement= Internal communications **

10. Our structure CEO Group Executive of People & Performance (HR) General Manager Stakeholder Communication Heads of Media Investor CSR Govt. Community Involvement IC In-house Consultancy

11. Five shared-services principles Supply Demand 1 $ 2 3 4 5

12. Key learning: demand-driven Demands made: • Tactics only • Newsletter, video, road-show What we needed to be effective: • Strategic approach • Business issues • Desired behaviours

13. Supercharging tip No. 1 • Guide and influence managers by: • Mapping out the bigger picture • Illustrating with best-practice tools (Williams, d’Aprix) • Building understanding by describing previous wins • Asking business-related questions

14. Key learning: fee for services Needed clarity of purpose • Why we exist • How we help the business “win” • How we add value • See things from others’ perspective • Business • Customers • Markets • Elevator pitch

15. Supercharging tip No. 2 Super-charge your own brand • How you add value • Collaborator • Integrator • Connector of dots • Devil’s advocate • Unleash your passion

16. Key learning: measurement • Use metrics to build your case • It’s a numbers game • Unique Selling Proposition • Link to managers’ KPIs • Link to key business goals

17. Supercharging tip No. 3 • Claim a key business metric; make it your focus • What keeps the C-suite awake at night • What you can most reasonably influence • Apply intent and focus • Relay these metrics to the client

18. Key learning: centre of excellence • Define “excellence” • In the context of your organisation’s culture • In the context of best-practice communications • IABC Accreditation • IABC Gold Quill • Recruit, reward and develop accordingly

19. Supercharging tip No. 4 • Target excellence • Instill unflinching standards • Stay true to the ideal • Build a solid reputation • Clients (trust) • Market (recruitment)

20. Key learning: cont. improvement • Formalise knowledge sharing • KPIs • Daily eBulletin • Monthly team meetings • R&R Awards • Half-yearly off-sites • Comms on the couch • Brainstorming • Post Implementation Reviews

21. Supercharging tip No. 5 Push the boundaries: organisation, team, self • Create and innovate • Take risks • Build alliances • Foster evolution not revolution

22. Corporate DNA: a potent approach The common thread linking all employees • Encodes and aggregates • Replicates core information • Distinguishes company’s brand essence • Provides guidelines for employee decision-making • Has a clear, easy-to-apply structure

23. Westpac’s DNA Vision Strategy How? Outcomes “To be a great Australasian Company” Differentiator: Superior Execution Core GroupObjectives 2006 Customer Focus A great place to work A superior customer experience 1st quartile shareholder returns A good corporate citizen • Our high performance culture: • Quality people • Effective processes • Values and mind-set • Increase employee commitment by at least 5% • Improve customer satisfaction by at least 5% • Deliver cash earnings growth of 7% to 9% • Leader in corporate responsibility Mission “To be the No 1 service organisation in the financial services industry by Sept 2007” Service Profit Chain Employee Customer Shareholder Employee Retention Internal Service Quality Superior Customer Experience Customer Loyalty Employee Commitment Customer Satisfaction Shareholder Value Values Teamwork Integrity Performance RevenueGrowth Profitability Employee Productivity ‘ask once’

24. Key learning: DNA Build brand potency • Aggregated format • Constancy • Context • Consistency • Unified consultancy team • Carriers of genetic code • Marry corporate communications and business unit-specific communications

25. Supercharging tip No. 6 • Synergistic power of consultancy and DNA • Structure: Form a coalition • DNA: Aggregation and format • Existing components

26. Improved business performance… Employee commitment Customer satisfaction Net profit 23% 35% Comparison: 2000 to 2005 61%

27. … with trust restored

28. In summary: the tail end • Foster managers’ understanding of strategy • Super-charge your own brand • Lay claim to a key business metric • Target excellence • Push the boundaries • DNA your organisation

29. Questions? lorri@businessinterconnexions.com.au alvinwong@westpac.com.au