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News
Navisys helps Brüel & Kjær to grow
Navisys director elected to the European Mentoring and Coaching Council
How to manage the soft side of technological change
Navisys helps Brüel & Kjær to grow 
Brüel & Kjær is a world leading manufacturer and supplier of sound and vibration solutions for the automotive,
aerospace, consumer goods and telecommunications industries and national government agencies. They help their
customers to solve a long list of sound and vibration problems from environmental noise measurements and building
acoustics to structural dynamics, vibration measurements, and quality control. Brüel & Kjær has 900 employees and
sales offices in 55 countries.
Brüel & Kjær’s mission is to help its customers improve the quality of sound and vibration and human comfort related to
sound and vibration, in order to enhance the environment and the quality and the joy of life.
Brüel & Kjær has a first class reputation for technical brilliance and customer service but like any high quality company,
they know that they can improve even further. This is why Brüel & Kjær chose to work with Navisys.
Navisys is helping Brüel & Kjær to grow by more deeply understanding the current and future priority needs
of their customers and aligning the way Brüel & Kjær thinks and acts with those needs.
Navisys has held discussions with many key Brüel & Kjær customers and key Brüel & Kjær from a number of European
Countries and are about to deploy the Pathfinder Box to employees and customers so that they can provide feedback on
their priorities. This programme will be extended to the USA later in 2007.
Following this stage we will work with Brüel & Kjær to build an improvement plan to grow Brüel & Kjær sales by focusing
more sharply on key customers needs.
Read more about this programme in later news up-dates
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European Recognition
June 2007: Navisys director Jeremy Gomm has been elected to the UK Market & Membership Group of the European Mentoring and Coaching Council, Europe's leading member organisation promoting good practice in coaching and mentoring in the workplace.
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How to manage the soft side of technological change
In May, Roy Gaynor of Navisys was invited by Utility Week to share a platform with Brian Healey, Assistant Secretary
of communication union CWU, Paul Cleaver, General Manager Field Force Automation at BT and Dave Garrett, Field Technology
Manager at Northumbrian Water.
In discussion with senior managers from a number of major UK utility companies, we explored the opportunities and pitfalls associated
with automating communication and work management with a field force.
Paul Cleaver and Brian Healey described their experience of “automating” BT’s large force of field engineers and Dave Garret described
His experience of working with BT to automate Northumbrian Water’s field force.
Roy Gaynor told the meeting that the “soft stuff is often the hard stuff” when I comes to change. He said that successful change comes from
involving everyone in the change process and that this needs to be much more than just communicating why you want to change.
Discussing people and organisations, Roy said:
- Most people, most days, go to work to do the best job they can
- Most people are the expert on how best to do their job
- They expect to be treated fairly when they do their best work
- They like work to be worthwhile, interesting and, when possible, fun
- Alongside the legitimate organisation is a “Shadow Organisation”
- To get the job done people utilise relationships in the shadow organisation to overcome problems in the legitimate organisation
- Sometimes recognition & reward systems are out of alignment with business needs
- People get their best understanding of what the organisation wants and expects of them through story telling
Roy added that when an organisation wants to change it should:
- Trust the workforce to self organise around a clear Leadership Vision
- Communicate what you want to achieve through a resonating Future Story
- Understand the reality of work from the employees’ perspective
- Dovetail fixing employee work problems and meeting their work needs with meeting business needs
- Solve employee work problems as part of the change process
- Align recognition and reward systems with required behaviours
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