PROBLEM: The organization needed to prepare its global sales leadership team to communicate changes related to the launch of a new go-to-market model and organizational structure, involving significant role and process transformation.
SOLUTION: We developed a half-day change communications curriculum for the sales leadership teams in North America, Europe and Asia, which was integrated within a broader, two-day transformation program.
PROCESS: The participants collectively identified the top communications challenges related to transforming their sales organization. They co-developed credible, region-specific proof points to educate employees on the global benefits of the transformation program.
OUTCOME: Working from a core set of global messages about the sales transformation, each leader prepared, delivered and refined individual change narratives to be communicated to their regional teams.

PROBLEM: The organization needed its senior leadership team to create a new, shared narrative about a major restructuring of its entire business.
SOLUTION: We developed a two-day communications planning and storytelling program for the senior leadership team, focusing on building foundational leadership communications skills and co-creating a common set of corporate messages.
PROCESS: Each executive learned and applied core communications principles to a specific business scenario in their segment. They collectively identified the key customer pain points impacting all of their segments and agreed on the top communications challenges to be addressed.
OUTCOME: Using this analysis, the entire leadership team co-created, and aligned around, a new core narrative – the “elevator pitch” – to be adapted for all internal and external audiences.

PROBLEM: The organization needed to develop a common story for customers across multiple segments, after reshaping its regional business model from a vertical sales structure to an enterprise-wide go-to-market strategy.
SOLUTION: We developed a full-day customer-facing communications planning and narrative development session for the regional senior leadership team.
PROCESS: The leadership team agreed on the major customer trends and pain points impacting all of their vertical businesses, as well as the most significant credibility issues for the new business model that the new narrative needed to address.
OUTCOME: Based on this assessment, the leadership team collectively created, and aligned around, a new set of external messages to deliver the new enterprise business proposition.

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