Volkswagen's communication plan has four phases: 1) Pre-change approval to sell top management on smaller initial changes, 2) Creating urgency for change by explaining losses from the emissions scandal, 3) Midstream change communication through reports, surveys and celebrations, 4) Communicating successful change. Change agents will use websites, meetings, ads and social media to communicate with employees and customers. They will assess effectiveness, seek feedback, and address negative responses by keeping communication open. The goal is to rebuild trust in the Volkswagen brand through an effective change process.

1. Volkswagen
Communication Plan
April L. Flowers
AET/560
November 9, 2015
Dr. Gregory Dlabach

2. Meeting Agenda
• Launching the communication plan
• Technology needed
• Testing effectiveness and management’s response
• Generating feedback for continuous improvement
• Addressing negative responses or communication
• Impact on organizational change

3. Introduction to Volkswagen
• Volkswagen or “The Peoples Car Company” was
founded in 1937.
– In 1959 Volkswagen became the top selling
automotive import to the US.
– In the 1990’s Volkswagen started to acquire auto
manufacturers such as Lamborghini, Bentley and
Bugatti.
– Today Volkswagen is one of the largest car
manufacturers in over 15 countries.

4. Problem
Volkswagen used software that circumvents
EPA emissions.
- Four-cylinder diesel cars have 40 times
more pollution than emissions standards
allow.
- Six-cylinder cars have nine times more
pollution than emissions standards allow.

5. Launching the Plan
• The communication plan as been has been reviewed by
Volkswagen top executives and board of directors.
– Change agents will implement changes to improve
communication, company culture and product effectiveness and
efficiency.
– Training programs:
• Engineers – Producing competitive products; problem solving
• Employees – Building a positive culture
• All Stakeholders – Communicating expectations; reducing fear of reporting
problems.
• Consumers – Communicating new face of Volkswagen.

6. Launching the Communications
Plan
Phase One: Pre change Approval
• Top management communication to sell the change process.
– The process will be taken in smaller steps:
• Find the right people for the company (recruit, retain, remove, etc.)
• Train of employees on the new way of doing business
• Fix all cars affected
• Problem-solve the emissions issues
Smaller initial change proposal steps help to achieve success in the
Preapproval Phase (Cawsey, Deszca, & Ingols, 2012, p. 320.)

7. Launching the Communications
Plan
Phase Two: Creating a Need for Change
• The change agents will:
– Explain the purpose for the changes; loss of company profit and trust when the
emissions scandal surfaced.
– Explain in detail the need for Volkswagen to change the business practices to
rebuild trust and continue to be competitive.
– Stress the credibility and urgency of the change process.
“If a strong and credible sense of urgency and enthusiasm for the initiative isn’t
conveyed, the initiative will not move forward.” (Cawsey, Deszca, & Ingols, 2012, p.
320).

8. Launching the Communications
Plan
Phase Three: Midstream Change and Milestone
Communication
• Change agents will:
– Provide reports to top level executives and board of directors
– Stream communication in-house about progress and direction of the change
process.
– Survey employees on their feelings and attitudes about changes.
– Keep open lines of communication through media; commercials, print ads,
company websites, etc.
• “Communicate clear, timely, and candid messages about the nature
and impact of the change.” (Cawsey, Deszca, & Ingols, 2012, p.
321).

9. Launching the Communications
Plan
Phase Four: Celebrating Communicating Change Success
• Change agents will:
– Communicate and celebrate successful steps in the change
process.
– Identify barriers in the change process and how to remove them.
– Highlight employee effort in the change process.
“Celebrations are needed along the way to mark progress, reinforce
commitment, and reduce stress. (Cawsey, Deszca, & Ingols, 2012, p.
321).

10. Required Technology and
Resources
• Change agents will:
– Use in-house websites to communicate to all employees
– Stream monthly progress meetings to all company sites.
– Place ads and announcements in papers and international
magazines.
– Implement a Social Media Campaign to communicate new
products and trust.
“Celebrations are needed along the way to mark progress, reinforce
commitment, and reduce stress. (Cawsey, Deszca, & Ingols, 2012, p.
321).

11. Effectiveness/Management
Response
• Change agents will ask:
– What are the intended results?
• Culture, Effectiveness, Communication
– What are the actual results?
– Why did the actual results happen?
– What can be done better next time?

12. Generating Feedback
• Change agents will seek:
– Feelings about the change process from
employees.
– Information through surveying employees
during each phase of the change process
– Data that represents strengths and
weaknesses of the change process
– Customer feedback about product
effectiveness

13. Address Negative Responses
• Change agents will:
– Provide an outline of the change process
– Provide opportunities for advancement
– Provide training to ensure employees they will
be prepared for the new processes.
– Keep communication open and often

14. Affect Organizational Change
• Rebuilds trust in the Volkswagen brand
• Employees buy-in to the new processes
• Lessens the chance of repeating mistakes
• Introduces effective products
• Profits increase

15. Conclusion
• Volkswagen’s communication plan is
intended to provide information to
employees and consumers. It must be
clear, concise and often. The plan has to
connect to the vision and mission of the
company in order for the change to make
sense and be successful.

16. References
• EPA USA Environmental Protection
Agency. (2015). Retrieved from
http://www3.epa.gov/otaq/cert/violations.ht
m
• Cawsey, T.F., Deszca, G., & Ingols, C.
(2012). Organizational Change: An
Action-Oriented Toolkit (2nd ed).)
Thousand Oaks, CA: Sage