| Communicating a restructuring and downsizing
This global bank had been badly affected by the credit crunch and needed to make significant changes. The changes involved headcount reductions and restructuring, including consolidation of departments. We worked with them on developing the communication strategy and plans, including messages, timetable and process for announcements.
Engaging employees
This global pharmaceutical manufacturer was launching their fifth quality improvement program in 6 years. The company wanted to get the attention of their employees by moving beyond the facts and figures of their usual quality programs. We developed an internal communication program to emotionally engage employees in improving quality by educating them on the end users of their products. We trained local champions to launch and sustain the program.
Launching a new leader and business strategy
A biotech company was acquired and a new chief executive placed in charge. The new leader had kept a low profile during his ‘fact finding’ stage and was now ready to meet employees and announce new plans. We worked with the leader and his team to define the organizations’ strategic plan, internal communication messages and deliver a leadership visibility program.
Accelerating growth
This pharmaceutical company was ready to grow their business and bring in new products. We worked with the leadership team to prepare them for the growth including working as an effective leadership team, formalizing the culture and values, improving internal communication and delivering more engaging sales conferences.
Improving the relationship between the head office and sales force
Following this pharmaceutical merger, the new sales force was bombarded with conflicting internal communication from the corporate office causing severe morale issues. We undertook employee research and delivered an internal communication plan linked to business objectives and employee needs. We trained corporate office internal communication champions to ensure communication was reduced to what was really important.
Using internal communication to smooth a merger (Published case study under articles)
This organization tripled in size after acquiring Wang and needed to quickly retain employees and gain commitment to the new brand and business model. With no formal internal communication in place, we set up and ran the global internal communication function delivering everything from a global communicator network to management conferences, leadership communication and a new brand launch, all with very tight deadlines.
Becoming a profit focused business (Published case study under articles)
A global biotech company undertook a major restructuring and downsizing program to achieve profitability following a multimillion-dollar loss. The restructuring required carefully managed communications in two phases. Initially, there was a complete reorganization including office closures and layoffs. Subsequently, we designed and carried out a strategic internal communications plan to engage all remaining employees in an entirely new commercial environment. The restructuring was successful with break-even achieved two months early.
Communicating a new brand across 220 countries
This global logistics company evolved from numerous acquisitions to 55,000 employees across 220 countries. We implemented a strategy and plan to gain management and employee commitment to the new umbrella brand prior to the customer launch. Independent research results showed that 92% of global employees knew of the brand prior to the customer launch.
Using a service brand to regain market share and retain employees
The vaccine business of a major pharmaceutical company was losing customers to low-cost competitors. Unable to match on price, the business launched a value proposition to move from selling boxes to managing relationships. We managed the launch and ongoing implementation for the sales force and service. The business regained their top position and employee turnover dropped from 50% to 4% in one year.
Building a brand from the inside out
This European auto distributor wanted to dramatically increase their sales volume by boosting their brand. We developed and trained a network of European brand champions to change their distributor network to better reflect the new brand starting with the internal brand.
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