A local site management team within a Fortune 50 company found itself in a tight squeeze. They had clear data to support the effectiveness of their site management approach (using flexible outsourcing contracts with multiple providers), however the company had shifted towards a single-source, global procurement approach. The team could see large cost increases coming for their site, along with decreased service efficiency, and they were trying desperately to prove the superiority of their model.

We conducted a very customized Business Value Awareness session for the core FM team, focusing specifically on their situation as a case study. The result was a simple, but radical, transformation of their communication approach. First we helped them design a Strategic Communication Plan, so that they could conduct a coordinated, proactive effort, as opposed to the series of reactive "one-offs" they had previously engaged in.

Next we helped them take a realistic look at the situation and reach an inescapable conclusion that they had been avoiding: they were fighting against a model that the company had already committed to. The company's investment had already been made in the global model; people had been hired specifically to implement it, and it was clear that fighting against it was futile and out of alignment with their own senior management. This realization provided a great deal of relief, as the team could sit back and recognize how stressed they had made themselves while fighting an battle that they could not win.

With that as a new starting point, we coached them in crafting a new strategy of positioning themselves and their model as a powerful amendment to the company's new global model, as opposed to an antagonistic alternative to it. This fundamental shift from seeing themselves as "outsiders" fighting against the system to "reformers" within it, give them a whole new set of opportunities for presenting the effectiveness of what they were doing at their site, and how they could even train other site teams to adapt and apply the same lessons within the company's new global model.