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The role of Internal Communications in
Managing Change
Emma Murphy
Dec 16th, 2013
What is driving change?

Global
competition

Changing
workforce
mix

Regional
instability

Regulations

Business
Landscape

Brand story
and purpose

Customer
power shift

Social media
Technology
shifts
A competitive edge…

Becoming change
capable is now a key
competitive
advantage
Sound familiar?

“We should have
paid more
attention to
people resisting”

“Next time we will
involve more
people”

“I wish the
sponsor had been
more supportive”

“We should have
communicated
more frequently”

This is what we
want to avoid
hearing…

“We should have
spent more time
on training”

“We should have
assessed the
people readiness
earlier”
What is Change Management?

A structured process
and set of tools for
leading the people
side of change from
a current to a future
state
Why is it important?

Fact: 70% of change
efforts fail

Why?

• Lack of active and visible sponsorship
• Employee resistance
• Management behaviours that do not
support the desired change

What are the benefits of Change Management?
•
•
•
•
•
•

Reduce resistance to change;
Build commitment and buy in from stakeholders;
Build knowledge and ability amongst impacted stakeholders;
Increase the likelihood of projects finishing on time and on budget;
Increase competitiveness by building change capability;
Ensure the change is sustained.
Change Management Approach
• Business Case
• Project Scope
• Project Plan

Change Management Approach
Change Management Plan
Assess
Impact

Case for
Change

Stakeholder
Mngt and
Engagement

Sponsor
Roadmap

Workforce
Alignment

Aligned Leadership
Teamwork and Collaboration

Prepare
Managers

Conduct
training

Assess
Readiness
Key Partners

Corporate
Comms

Project
Mmgt

HR
Leadership

L&D

Change
Mmgt
Understanding the Change

What are the drivers for change?
Why is this happening now?
What is the scope of the project?
What are the key milestones?
Who are the key stakeholders?
How does this align with the overall strategy?
What are the resource requirements?
The Commitment Curve
Stakeholder Engagement

Step 1
Identify and group into
Tier Stakeholders

Step 2
Develop key
messages and
Comms plans

Step 3
Execute, Monitor
and Amend

Examples of proposed engagement events & communication mediums include:
•
•
•
•
•
•
•
•
•
•
•

Social Media Campaign
Awareness Sessions/Kick Off Meetings
Competitions (e.g., “What does transformation mean to you?”) Roadshows / Launches
Change Knowledge Bytes – small, snippets of information released weekly (the alternative to
reading the whole newsletter) to all employees
Change Ambassadors program
Sector/Function presentations
Sponsor & Steering Committee meetings
Project Awards
Collaboration spaces e.g Yammer Groups
Project Intranet site
Manager Information Package
Developing Key Messages

Why are we changing?
•
•

What are the drivers of change?
• Why is this happening now?
What are the risks of not changing?

What does this mean for you?
•

How will employees be impacted?
• What are the expectations?
• What support will you receive?

What is changing?
Change
Vision

•

What is the scope of the project?
• Which depts will be impacted?
• What are the timelines involved?

What are the benefits?
•

What are the expected outcomes?
• How will this add value both
internally and externally?
Key Internal Comms Activities

Review Comms
strategy and Plan

Build a project
brand

Leadership
Alignment

Organize events
e.g. kick
offs, workshops

Review Message
Content

Conduct Comms
cascade training

Align new
behaviours to
values and vision

Create intranet
page/Enterprise
Social Groups

Monitor and track
communications
Leadership Alignment

How can leaders connect with their followers during times of
change?
• Followers are looking for authenticity, significance and community
from their leaders.
• They want leaders who are visible, available and transparent
throughout a change journey.
• Followers want to know that the leadership team and employees are
in this together so they can feel that what they are doing is important
and that their contributions make a difference.
• Followers want to know how leaders align their values and
behaviours with the organizational values.

How can Internal Comms support leaders during change?
Leadership Alignment

“The organization’s people become a
mirror image of the leader. What do you
want your people to be and do?”
Debbie Nicol, Business en Motion
Collaboration and Teamwork

Collaboration
Technology

• Intranet
• Enterprise Social
Networks
• Social Media
• Virtual Workspaces
and groups
• Webinars

Events

• Leadership off sites
• Teambuilding
sessions
• World Café
• Design Workshops
• Change Champion
Events
• Awards Ceremonies
• Demo Sessions

Training

•
•
•
•
•

E-learning
Video courses
Role play/acting
Classroom
Invites, teasers and
follow ups
The Future of Communications
Traditional corporate communication is giving way to a model that Groysberg
and Slind call „organizational conversation.‟ They highlight 3 steps an
organization can take to engage in this new way:

1. Close the gap between leaders and employees
How can we ensure leaders are more direct, open and honest in communications to
employees?

2. Promote two way dialogue
What channels are available to promote a two way dialogue and allow ideas to move in multiple
directions?
How can we maintain ongoing dialogue?

3. Engage Employees in telling the company story
How can we encourage employees to tell their story and share it with the organization?
How can we highlight and reward successes?
The Power of Story Telling

• What is the story
behind your change
project?
• How does this link to
the overall vision
and company story?
• Why is storytelling
so powerful?
Types of Stories

Project

Leadership

Employee

Customer
Finally…

• Let‟s help to prepare our organizations for the future;
• Global progress and change is not slowing down;
• Customers and employees needs are changing;
How can we create meaningful communications and
interactions to engage employees and sustain change?
Managing change and Internal Communications - Internal Comms Forum, Dubai

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Managing change and Internal Communications - Internal Comms Forum, Dubai

  • 1. The role of Internal Communications in Managing Change Emma Murphy Dec 16th, 2013
  • 2. What is driving change? Global competition Changing workforce mix Regional instability Regulations Business Landscape Brand story and purpose Customer power shift Social media Technology shifts
  • 3. A competitive edge… Becoming change capable is now a key competitive advantage
  • 4. Sound familiar? “We should have paid more attention to people resisting” “Next time we will involve more people” “I wish the sponsor had been more supportive” “We should have communicated more frequently” This is what we want to avoid hearing… “We should have spent more time on training” “We should have assessed the people readiness earlier”
  • 5. What is Change Management? A structured process and set of tools for leading the people side of change from a current to a future state
  • 6. Why is it important? Fact: 70% of change efforts fail Why? • Lack of active and visible sponsorship • Employee resistance • Management behaviours that do not support the desired change What are the benefits of Change Management? • • • • • • Reduce resistance to change; Build commitment and buy in from stakeholders; Build knowledge and ability amongst impacted stakeholders; Increase the likelihood of projects finishing on time and on budget; Increase competitiveness by building change capability; Ensure the change is sustained.
  • 7. Change Management Approach • Business Case • Project Scope • Project Plan Change Management Approach Change Management Plan Assess Impact Case for Change Stakeholder Mngt and Engagement Sponsor Roadmap Workforce Alignment Aligned Leadership Teamwork and Collaboration Prepare Managers Conduct training Assess Readiness
  • 9. Understanding the Change What are the drivers for change? Why is this happening now? What is the scope of the project? What are the key milestones? Who are the key stakeholders? How does this align with the overall strategy? What are the resource requirements?
  • 11. Stakeholder Engagement Step 1 Identify and group into Tier Stakeholders Step 2 Develop key messages and Comms plans Step 3 Execute, Monitor and Amend Examples of proposed engagement events & communication mediums include: • • • • • • • • • • • Social Media Campaign Awareness Sessions/Kick Off Meetings Competitions (e.g., “What does transformation mean to you?”) Roadshows / Launches Change Knowledge Bytes – small, snippets of information released weekly (the alternative to reading the whole newsletter) to all employees Change Ambassadors program Sector/Function presentations Sponsor & Steering Committee meetings Project Awards Collaboration spaces e.g Yammer Groups Project Intranet site Manager Information Package
  • 12. Developing Key Messages Why are we changing? • • What are the drivers of change? • Why is this happening now? What are the risks of not changing? What does this mean for you? • How will employees be impacted? • What are the expectations? • What support will you receive? What is changing? Change Vision • What is the scope of the project? • Which depts will be impacted? • What are the timelines involved? What are the benefits? • What are the expected outcomes? • How will this add value both internally and externally?
  • 13. Key Internal Comms Activities Review Comms strategy and Plan Build a project brand Leadership Alignment Organize events e.g. kick offs, workshops Review Message Content Conduct Comms cascade training Align new behaviours to values and vision Create intranet page/Enterprise Social Groups Monitor and track communications
  • 14. Leadership Alignment How can leaders connect with their followers during times of change? • Followers are looking for authenticity, significance and community from their leaders. • They want leaders who are visible, available and transparent throughout a change journey. • Followers want to know that the leadership team and employees are in this together so they can feel that what they are doing is important and that their contributions make a difference. • Followers want to know how leaders align their values and behaviours with the organizational values. How can Internal Comms support leaders during change?
  • 15. Leadership Alignment “The organization’s people become a mirror image of the leader. What do you want your people to be and do?” Debbie Nicol, Business en Motion
  • 16. Collaboration and Teamwork Collaboration Technology • Intranet • Enterprise Social Networks • Social Media • Virtual Workspaces and groups • Webinars Events • Leadership off sites • Teambuilding sessions • World Café • Design Workshops • Change Champion Events • Awards Ceremonies • Demo Sessions Training • • • • • E-learning Video courses Role play/acting Classroom Invites, teasers and follow ups
  • 17. The Future of Communications Traditional corporate communication is giving way to a model that Groysberg and Slind call „organizational conversation.‟ They highlight 3 steps an organization can take to engage in this new way: 1. Close the gap between leaders and employees How can we ensure leaders are more direct, open and honest in communications to employees? 2. Promote two way dialogue What channels are available to promote a two way dialogue and allow ideas to move in multiple directions? How can we maintain ongoing dialogue? 3. Engage Employees in telling the company story How can we encourage employees to tell their story and share it with the organization? How can we highlight and reward successes?
  • 18. The Power of Story Telling • What is the story behind your change project? • How does this link to the overall vision and company story? • Why is storytelling so powerful?
  • 20. Finally… • Let‟s help to prepare our organizations for the future; • Global progress and change is not slowing down; • Customers and employees needs are changing; How can we create meaningful communications and interactions to engage employees and sustain change?

Editor's Notes

  1. It can feel like your world has been turned upside down
  2. It can feel like your world has been turned upside down
  3. It can feel like your world has been turned upside down
  4. Traditional corporate communication is giving way to a model that Groysberg and Slind call ‘organizational conversation.’ They highlight four steps an organization can take to engage in this new way:Promote two-way dialogue within your organization - What channels are available in to allow ideas to move in multiple directions? How could you create ongoing dialogue where employees share with leaders what life is like in their world? Engage employees in telling the company story - What would it take to encourage, invest in, and promote employee’s ability to share their personal version of the company’s core stories and become true brand advocates?Pursue a clear agenda - What are the overall strategy and the objectives that ground the conversation? How can leaders replace corporate speak with engaging stories that have clear key messages and action statements?
  5. Leadership – stories of overcoming something Project – helpful stories, day in the lifeEmployee – showcase success, highlight where employees are embodying the new behavioursCustomer – how will this impact our customers and make their livs better?