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The Barclays Jam Barclays Bank used workgroups and “jamming’ to involve all its employees in its new strategy. In October 2011, Ashok Vaswani became CEO of Bar- specially produced film. Further presentations were clays’ UK Retail and Business Bank. With 35,000 held in branches and call centres to reach remaining employees and 1600 branches, Barclays was one employees. of the leading retail banks in the country. Like other With this build-up, the Great Barclays Jam finally UK banks, it had been hit both by recession and by took place in March over three days. The Jam gave accusations of mis-selling of financial products to every employee the chance to debate the practical consumers. However, the global head of retail banking meaning of the STAIRS strategy and to contribute had declared an ambition to make Barclays the ‘Go ideas on how to deliver it. During the Jam, there were To bank for consumers, and Ashok set out at once to live question-and-answer sessions with key execu- make this happen tives, including Ashok Vaswani and Bob Diamond, the Ashok launched two initiatives to involve employ- Barclays Group CEO at the time. Volunteers from ees in the strategy. He immediately convened six across all areas of the business facilitated the discus- workgroups of graduate trainees and young manag- sion, based on the 30th floor of the Barclays head ers from around the country to address key issues office, easily accessible by the Group’s top managers for the implementation of the strategy. With about one floor above. The volunteers signposted the most eight to ten members each, these workgroups were popular threads, highlighted top jammers and alerted tasked to work on strategic issues such as custom- participants to senior manager contributions. ers, communications, colleagues and community. The Great Barclays Jam attracted 19,000 reg- Working in their spare time, and mostly communi istered participants, producing 20,000 comments cating virtually, these workgroups produced a flood over the three days. Participants were equally divided of ideas, some of them taken up even before the between managerial and non-managerial employees final report-out. The formal reporting took place at a and reflected the bank’s age distribution. Participation senior management retreat in December, from which remained high throughout all three days. In all, the Jam a new strategic concept emerged: STAIRS, in other produced 650 distinct ideas for business improvement. words Speed, Transparency, Access, Information Ashok Vaswani instituted six new Business Councils and Results focused on various parts of the business with the spe- Ashok’s second initiative was the ‘Great Barclays cific task to implement STAIRS and take forward the Jam’, launched in March 2012 in order to involve all most promising ideas from the Jam. employees in the new STAIRS strategy. Barclays called Sources: Interviews with Ashok Vaswani, Julian Davis and Tim Kiy at on IBM’s jamming technology, an online collaboration Barclays, and Richard Mound at IBM. platform designed to facilitate communications and debate amongst large groups of people. The launch of Questions the Jam was preceded by an intensive communications campaign. Ashok first ran a series of leadership days 1 What do you think were the direct and indirect for 400 of the company’s senior managers. A teaser benefits of Ashok Vaswani’s initiatives to film’, voiced by a well-known British TV personality, involve Barclays’ employees in the strategy? was produced, promising employees the chance to dis- 2 If you were a smaller company, without the cuss the company’s future. Over 8000 employees were information technology resources of Barclays invited to more than 70 information events held at 16 and IBM, how might you be able to get cinemas across the country, where they saw another employee input into strategy development?
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