The DNA of a mobilization program

In the light of a clear and detailed diagnostic,  the design of a mobilization program is only possible when its four essential components are defined in detail:



  1. Training: Do the program participants have the necessary skills and knowledge for the expected behaviour (e.g., knowledge of a new product, service standards, negotiation skills, etc.)?
  2. Promotion: The expectations for the desired behaviour must be clearly defined and in line with the strategy established beforehand. In addition, the program’s intentions and parameters must be explained simply and presented in an appealing format to ensure adherence to the program (e.g., creating a graphic identity and a motivating program name). This component will also be the subject of a future post, given that it’s too often under-utilized, though essential.
  3. Measurement: This component is the heart of the program: “What is not measured is not done.” What will be the performance indicators: closed or open program, individual or group, a single unit of measure, qualitative and/or quantitative, frequency, availability of data, absolute performance and/or the difference and/or the relative differences; will products and services have the same weight; will seasonality and regionality be taken into account, etc.
  4. The Reward: The reward is the driver that will act as the extrinsic motivation of the participants throughout the program. There are several types of recognition (money, gift certificates, objects, privileges, holidays, etc.), but incentive travel remains the most often recommended because:
    • It acts as a powerful driver of extrinsic motivation;
    • It stimulates the interest of the majority of people, regardless of their age, gender, or culture;
    • It allows your most deserving employees to live an exclusive experience with high emotional value, thus increasing their loyalty and commitment to the company;
    • It contains sufficient elements to support variations of the promotional campaign over a long period of time;
    • It fosters the creation of a club that will reunite quarter after quarter while also being the envy of their colleagues;
    • It allows both personal and professional ties to be created between your best teams, thus promoting the mutual trust and cooperation needed to drive the achievement of corporate objectives.

Once the foundation (the diagnostic) and the DNA (components) are in place, you can proceed with the planning, execution, and analysis of the program. Each step must be properly executed in order to obtain an equitable, accessible, and mobilizing program for all participants.

Have you ever participated in the development of a mobilization program? What do you think of such a reward?




À propos d’Othentika : Othentika est une agence événementielle et DMC de Montréal qui organise des événements et voyages corporatifs sur mesure pour les grandes organisations afin de mobiliser et reconnaitre leurs employés. Ces événements prennent plusieurs formes telles que : voyage de mobilisation,  réunion annuelle, NSM, congrès, lancement de produit, gala de reconnaissance, concours de vente, programme de mobilisation, national et international, consolidation d’équipe (team building) etc, et ce, en formules clés en main ou à la carte., 514-524-0000, @othentika, LinkedIn :

2 thoughts on “The DNA of a mobilization program

  1. Pour avoir assisté à nombreuses réunions où intervenaient l’expertise/opinion des collaborateurs…je ne crois pas que nous avions mis cartes sur table dès le départ tel que présenté dans votre programme de mobilisation…citoyen !!!

  2. Effectivement, il est essentiel de mettre « cartes sur table » dès le début afin d’obtenir un programme de mobilisation qui sera engageant pour les employés et rentable pour l’organisation.

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