Description of situation:
A publicly traded company with ca. 2,500 employees faces disruptive changes due to digitalization. In view of the rapid change of an entire industry, the company faces the following challenges:
- Omni-channel capability becomes necessary for survival
- Customer behavior and needs change (ROPO)
- Online becomes the most important sales channel
- New competitors establish themselves on the market with innovative products
- New products require new sales channels
- Securing future-readiness and work places and avoiding brain drain
- Restructuring
- Qualification and education
- Gaining and maintaining hi-potentials
Organizational measures inside the company:
- Organizational and personnel changes
- Development of new units, offices and subsidiaries
- Establishment of new operative units
- Targeted recruiting: development of certain areas
- Work place reduction and restructuring: closing certain departments
- Diversification of product portfolio
- Unification of products and availability for all channels
- Omni-channel restructuring of sales
Impact on employees:
- Some job descriptions become obsolete, others become more important
- Staff should have / develop new competences and skills
- Promotion of thinking and working across locations and departments
- Rollout / intensification of new working methods (agile processes / scrum / new team structures)
Impact on management:
- Active embodiment of changes and credible identification with methods and goals
- Implementation of change process in respective scope of responsibility
- Supporter and contact persons for employees
- Continuous information of employees in cascaded information flow
- Promotion of new working methods, innovative though patterns and modern company culture
Our services:
Communication concept:
Derivation of communication goals from change process:
- Information, motivation and activation of management and employees
- Understanding of needs and supporting resulting measures
- Active integration of all departments and levels in change process
- Promoting commitment and initiative
- Winning employees and management as messengers (employer branding)
Communication measures:
- Development of a sound and identity-providing "change story"
- Derivation of a consistent communication strategy
- Definition of core messages (internal and external)
- Continuous internal communication of results and processes
- Establishment of fixed formats for different online and offline channels
- Representation of spectrum of subjects of the process (strategy – emotion)
- Establishing a team of managers and employees as
- cross-section of the company
- "Mood barometer"
- Content generator
- Driver and messenger
- Developing and determining goals together
- Celebrating success and milestones together
