Having been struck by several simultaneous internal changes across leadership, regional affiliation and ownership, a leading FMCG multinational was facing an identity crisis and needed to communicate effectively to employees.
We developed a transformation management communication plan that would transform the negative perception of changes occurring within the business, to a fantastic opportunity and the beginning of a new period of sustained growth. Doing so required continuous consultation and collaboration with the company’s large workforce. We began with an audit of current communication practices, relevant stakeholders and their roles, which required us to meet with employees from all levels of seniority with the company. Based on our new, deep understanding of internal communications operations, stakeholders and practices, we created recommendations to resolve problems and developed tactics to transform the feel within the company from one of gloom to one of glory.
Our defined “leading change” strategy was phased to ensure ease of implementation, whilst our framework for internal communications explained crisis processes, leadership management and the need to identify and protect brand reputation.
Having been struck by several simultaneous internal changes across leadership, regional affiliation and ownership, a leading FMCG multinational was facing an identity crisis and needed to communicate effectively to employees.
