This document discusses internal communications strategies at GE Oil & Gas. It outlines 5 key communication objectives: 1) build market conditioning for increased market share, 2) protect and enhance reputation, 3) shape culture, 4) strengthen brand, and 5) sharpen listening capabilities. It then describes how communications can deliver value by increasing awareness, creating conditions for growth, and ensuring employees understand strategy. Finally, it discusses delivery excellence, business partnering, and strategic advice as key roles for communications and lists engagement tactics like push, pull, talk, community and engage strategies.

1. Contemporary
Internal
Communications
Klavs Valskov,
Head of Brand
GE Oil & Gas

2. Contemporary
Internal
Communications
© 2016 General Electric Company - All rights reserved
Klavs Valskov, Head of Brand
GE Oil & Gas
14 April , 2016

3. The role
Support major change
Retain good people
Help people work harder and better
Make people say the right things about you
© 2016 General Electric Company - All rights reserved

4. The rules
© 2016 General Electric Company - All rights reserved
It’s about results and
outcomes, not activity
It’s about the business
Come with data, leave with
respect
We don’t drive with our eyes shut – and
like humans organizations should have
two ears and one mouth
Line managers matter
There is no silver bullet

5. AN INTEGRATED APPROACH:
GE Oil & Gas Communication Objectives
1
COMMUNICATION
OBJECTIVES
HOW COMMUNICATIONS
DELIVER VALUE
INPUTS
2
3
4
5
Build market conditioning for
increased market share
Protect and enhance reputation for
favorable positioning
Shape our culture
Strengthen our brand
Sharpen listening capabilities and build
insights & intelligence on issues
• Generate inquiries
• Establish customer partnerships
• Support NPI launches
• Engage commercial workforce
• The environment our
company is operating in
• The GE Oil & Gas business
imperatives to win in 2016
• The 2015 progress made by
Communication
• The feedback from business
leaders
• The insights about our key
audiences; customers,
influencer and employees
5© 2016 General Electric Company
• Increase market awareness
• Create/support conditions for growth
• Protect license to operate
• Ensure employees understand strategy
and how to contribute
• Promote an engaged contemporary
workforce
• Streamlined go-to-market brand
• Differentiate brand in marketplace
• Deliver audience insights to guide
business decision-making

6. DELIVERY EXCELLENCE
Running an efficient delivery operation
– making sure essential things happen
in time and to budget
e.g. events, digital channels, news,
data/intelligence gathering
BUSINESS PARTNERING
Supporting business with
communications advice in support of
local or department priorities
e.g. it, operations, hr, commercial
STRATEGIC ADVICE
The reputation guardian adding value
to whole business and senior leadership
teams - managing a consistent narrative
about the strategic direction
e.g. the vision, the strategic priorities,
employee value proposition, the brand
promise
DELIVERY
EXCELLENCE
BUSINESS
PARTNERING
STRATEGIC ADVICE
Defining the right role of communications
Events Defining a consistent narrative
Media relations
Internal news delivery
Digital
Design and AV services
Branding – Planning, design and production
Change communications
Stakeholder management
Government/Reg Affairs
Stakeholder intelligence - gathering Stakeholder intelligence - interpretation
Issues tracking Crisis management
Manager communications Reputation tracking

7. Email
Intranet/newsletter articles
Notice Boards / Bulletins
Project teams
Training / Workshops
Skip-level meetings
Conferences / Town Hall
Team briefings / Face2Face
Self-managing teams
Discussion groups
Interactive Q&As
Road shows
Interactive media (e.g., movies)
Video Broadcast
Project briefs
TACTICS / TOOLS
Examples
Audience engagement level and tactics triangle
AWARENESS
ACCEPTANCE
COMMITMENT
UNDERSTANDING
What do you want from your audience?

8. The repertoire
PUSH
PULL
TALK
COMMUNITY
ENGAGE
INTELLIGENCE
• Putting information out there
– whether they want it or not
• A place to find it – at the moment
they’re ready
• Where we can debate
– and test understanding
• Where they feel part of
something
• Where we talk about the things
that make us want to commit
• Where I see how I make
a difference – to my team
and the whole company
Emails, pop ups, web ads, print
magazines, posters, leaflets, line
managers, TV screens, Intranet news
Intranet/SharePoint, online news,
videos, blogs, mobile apps, employee
annual reports, dvds
F2F events, webcasts, TV channels,
Ask the CEO, working groups,
meetings, discussion boards
Social networks, online team spaces,
team events
Print, awards, on-line discussion,
blogging around issues
Surveys, online polls, focus groups,
pulse surveys, feedback to board/staff,
regular team meeting discipline
© Agenda Strategies 2014 – No reproduction without written permission

9. Influencer Network
Engaging the community

10. Which communication engages
people in change
Leadership (‘Personal Voice’)
• What leaders do
• What leaders ask
• What leaders say
• Who/what they recognise
• What decisions they make
Formal media (‘Official’ products)
• Intranet
• Newsletters
• Town hall meetings
• Financial statements
Infrastructure
(The ‘Institutional
Voice’)
• Rewards programs
• Company Systems
• Company processes
• Company policies
• Quotas
• Hiring criteria
Source: Towers Perrin and Arceil Leadership Communications
Composed of averages based on 25 years of employee surveys across thousands of organisations
Out of all channels, what leaders say and do
accounts for nearly two-thirds of the
communication that influences and engages
employees in change
62%
6%
32%

11. Just get five things right
great line manager communication boils down to a few basics
do they know it’s
their job?
are they
trained?
who’s
talking to
them?
have they
got the
right
tools?
is anyone
listening?
have they been
told to do it?
- in general
- on specific
topics
they can’t add
value if it is
dumped on
them without
briefing
does it make
sense?
do they get
materials that
actually work with
their teams ?
who cares if
they don’t do it
or gather
feedback?

12. “Open for Business” & “Managers Curriculum”

13. Digital Industrial… say what?
© 2016 General Electric Company - All rights reserved

14. THANK YOU!
© 2016 General Electric Company - All rights reserved