Bring on Tomorrow
The Role of Internal Communications
Ted Nevins
Director
Corporate Communications
AIG by the numbers
95
years
64,000
employees
$68.7B
revenue in 2013
98%+
Fortune 500
served
$100M
PC claims paid
every bus...
3
Customers
Growth
Profitability
Operational
Efficiency
People
AIG
One AIG: Core Priorities
4
Leading insurer with key
stakeholders
Respected Brand
Transparent, well-
managed, and
responsible company
Employer of ch...
6
• Mass communications “voice” of AIG Senior Management
• Global resource, aligned with functions and businesses
• Flexib...
7
Lessons: Manager Communications
Without effective manager communications,
70% or more of strategic and change programs f...
8
Lessons: Making Impressions
Visibility + Consistency = Awareness
Strategic To be of most value, Communications should be...
Lessons: Contact Video Forum
AIG, internal communications lessons through times of change - BDI 3/27 Internal Communications & Collaboration Leadership...
AIG, internal communications lessons through times of change - BDI 3/27 Internal Communications & Collaboration Leadership...
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AIG, internal communications lessons through times of change - BDI 3/27 Internal Communications & Collaboration Leadership Forum

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Presentation: AIG, internal communications lessons through times of change
Presented by: Ted Nevins, Director of Corporate Communications, American International Group (AIG)
AIG has seen dramatic changes over the past several years to nearly all parts of its operations, including internal communications. Today, the group embodies a “One AIG” approach, and has introduced common approaches and social tools to harmonize and strengthen communications to support employee engagement and help AIG to “Bring on Tomorrow.”

Published in: Business, Education
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AIG, internal communications lessons through times of change - BDI 3/27 Internal Communications & Collaboration Leadership Forum

  1. 1. Bring on Tomorrow The Role of Internal Communications Ted Nevins Director Corporate Communications
  2. 2. AIG by the numbers 95 years 64,000 employees $68.7B revenue in 2013 98%+ Fortune 500 served $100M PC claims paid every business day $205B repayment with profit to U.S. taxpayers
  3. 3. 3 Customers Growth Profitability Operational Efficiency People AIG One AIG: Core Priorities
  4. 4. 4 Leading insurer with key stakeholders Respected Brand Transparent, well- managed, and responsible company Employer of choice AIG Communications Priorities
  5. 5. 6 • Mass communications “voice” of AIG Senior Management • Global resource, aligned with functions and businesses • Flexible and strategic to target specific populations and address emerging needs • “Center of Expertise” approach for consistent, uniform organizational announcements and campaigns • Everything circles back to acting as one company - Connect employees - Enhance coordination to foster greater collaboration Internal Communications
  6. 6. 7 Lessons: Manager Communications Without effective manager communications, 70% or more of strategic and change programs fail.* 37 17 14 7 7 6 5 5 2 0 5 10 15 20 25 30 35 40 Credibility of Employee Information Sources % Respondents Source: Corporate Executive Board
  7. 7. 8 Lessons: Making Impressions Visibility + Consistency = Awareness Strategic To be of most value, Communications should be involved early in the process of a program’s development. Target Tailoring communications to be most relevant to audiences depends on distribution. Partner with the client early to develop target groups/lists. Engage Communications should be engaging, creative, and as interactive as possible. Never be boring. Adapt Communications plans should be nimble and create communications opportunities that align with a campaign’s development – not arbitrary deadlines. Review effectiveness and adapt to feedback. Reinforce Messages should be consistent, reinforce each other, and complement AIG’s broader strategic objectives (One AIG). The more affected the group, the more communications impressions they should receive. Cascade Manager communications are critical to create dialogue and drive implementation. Leaders and managers should get personally involved, use message points as part of ongoing team communications (staff meetings, updates, etc.), and elicit feedback.
  8. 8. Lessons: Contact Video Forum

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