This document discusses internal communications at IKEA. It describes IKEA's culture as diverse, down-to-earth, and passionate about home furnishing. The values that guide IKEA's inclusive culture are also discussed. The document then examines how IKEA is moving from one-way information broadcasts to more multi-level and network communications to better connect with coworkers and customers. This includes generating personal connections rather than just information and allowing coworkers to choose when and how they receive communications.

1. Internal communications
The face and voice

3. We’re a diverse group of down-to-earth, straightforward
people with a passion for home furnishing. We come
from all over the world, but we share an inspiring vision:
“to create a better everyday life for the many people”.
How we realise this vision is based on our shared
humanistic values. These values guide our work and
build our inclusive, open and honest culture. It’s all
based on a spirit of togetherness and enthusiasm. We
work hard, but we have fun doing it. We’re always
looking for people who share our positive attitude and
values.

4. WE ARE ON A JOURNEY
Transferring our way to connect with our co-workers and customers through multi-level communication
WE ARE HERE
MULTI-LEVEL
COMMUNICATION
MAIL
ORDER
information
6
ONE WAY
Information
Internal
communi
cation External
communi
cation

5. Co-workers are
demanding more
personalised, less
corporate
communications

6. How does this
directly affect
me….

7. The key is to
generate a
connection rather
than to produce
information
Company as a platform for socialisation which
permits co-workers to connect with one another
more broadly, supports their horizontal
development and reinforces their feeling of
belonging to the company.

8. Tell me about
things that are
relevant to me...
but let me choose
when

9. “Big C” on decline, “small” c on the rise

10. FROM INFORMATION OVERLOAD TO
MULTICHANNEL APPROACH

12. What does this mean for
internal communications?

13. • FROM
Broadcasting information
Being communicator
Writing and disseminating
• TO
Managing dialogues
Business partner
Educating, coaching and motivating
CHANGING THE ROLE
OF INTERNAL COMMUNICATION

14. NETWORK (MULTI-LEVEL)
COMMUNICATION

15. Going public with internal
communications

16. ©InterIKEASystemsB.V.2014
IKEA in the Media
Why
• Build trust and empower co-workers
Providing an overview of what is currently being written about
IKEA in the media, including the possibility to include an IKEA
statement/comment if needed, will build trust and empower co-
workers by making them feel informed. Co-workers will be
more confident in answering questions from customers, friends
& family.
• Enable co-worker engagement
Providing an opportunity for co-worker engagement (to like,
comment & share). Co-workers can and ask questions about
what is written about IKEA in external media which opens up
for internal dialogue and discussion.

17. We have answers
Our projects

18. Co-workers
feel they are part of
dialogue and decision

20. Leading with
communication
Leaders Co-workers
As internal
communicators
Engaged
co-workers
Happy
customers

21. Co-worker communication wished Position:
Why: To provide the foundation for the best possible co-
worker experience.
“I am proud to work with IKEA Group, a company with a vision that
inspires me in my daily life.
I am motivated to share insights, mistakes and knowledge with my
natural everyday network. I act as a "happy rebel" and feel
encouraged to speak my mind.
I believe that honest, open, relevant and inspiring communication
adds value to our business and guides me throughout my journey.
I look for clarity and support when needed, learn from the many,
and take an active part in decisions.
My engagement helps to shape the future of the IKEA Group.
I am part of the story.
I am the face and voice of the IKEA Group”

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