COMPANY TRANSFORMATION, NORTH AMERICA BUSINESS UNIT, CONSUMER PACKAGED GOODS
Driven by competitive pressures accelerated by COVID-19, the company had designed a new organizational structure and operating model to help the business become simpler, more agile, and more responsive to stakeholders – and needed employees to be on board. We developed a comprehensive internal communications strategy to support the transformation within the overall change management program.
The plan was launched to the company’s senior leaders and incorporated specific strategies to help them communicate the changes to their teams, as part of an overall cadence of phased communications activity. It was accompanied by a leadership communications toolkit that included a core transformation narrative, templates for planning team messaging and guidance for helping employees manage change.
SALES TRANSFORMATION: Global sales organization, INFORMATION SERVICES
The organization needed to prepare its global sales leaders to communicate the launch of a new go-to-market model, involving significant changes to the account management structure and commission schemes. We developed a series of communication workshops for the sales leadership teams in North America, Europe and Asia, which were integrated within a broader sales transformation program.
In the sessions, the sales leaders pinpointed the top communications challenges related to transforming their sales organizations. They co-created proof points to educate their teams about the benefits of the overall transformation. Each leader then prepared, tested and refined individual change narratives to deliver to their regional sales teams.
BUSINESS RESTRUCTURING: REGIONAL BUSINESS UNIT, INFORMATION SERVICES
The organization was restructuring its entire regional business and needed its senior leadership team to agree on a new, shared narrative about the changes. We developed a communications planning and storytelling program focused on building leaders’ communications skills and co-creating a common set of messages.
The executives applied core communications principles to specific business scenarios in their groups. They collectively identified the key customer pain points impacting all of their segments and then co-created, and aligned around, a narrative for the restructured business – the “elevator pitch” – to adapt for all internal and external audiences.
