Example III
Internal communications strategy to speed up digital transformation of a 15MM € specialty retailer
A 15MM € central-European specialty work clothes retailer was on massive digital transformation journey impacting all facets of the business, both external and internal-facing functions and processes. The client had realized that one of the challenges it faced along the transformation journey was sub-par internal communication, hence impacting the speed of transition and the flow of critical information. The client sought advice from HKH Management Consulting in developing a comprehensive internal communications strategy to support this change journey. Our team of two partners developed over a course of three weeks a comprehensive internal communications strategy utilizing an effective 5-phase framework including key messages, audience, channels, communications plan and a versatile dashboard for following the key metrics.
In the communications strategy our team identified five key communications objectives, each with its own qualitative and quantitative measures of success. An effective 3-stage approach was identified, including “how to start the conversation”, “building the story”, and “how to inspire action.” Clear leader-led communications principles were defined identifying the purpose of communication, how to minimize noise, focus on clarity and conciseness, and governance principles. Our team identified five overarching messages that were recommended as strategic objectives of the strategy. These overarching messages focused on themes such as key messaging about the change, how the change impacts all employees, where the business is today and where it is headed, and regular status updates. An internal stakeholder matrix was identified so that all internal stakeholders were aligned and positioned as well as creating a clear and concise link with external communications strategy.
Our team identified key internal communications channels to be deployed, key dependencies, and highlighted key communications risks. The high-level communications plan identified the key communications messages for each stakeholder group combined with the channel(s) to be deployed, time frames and who is the responsible manager. The detailed communications plan drilled a level down from the high-level, giving more granular look into key messages, timelines, responsibilities, frequencies, and status levels for each activity. The dashboards were developed and defined so that they would have 2-dimensional approach. On one side, it was important that they serve the needs of the head of communications and the CEO and on the other, it was important that the entire C-suite would have topline view and information on the progress of the communications strategy.
Case outcomes
The recommended communications strategy allowed the client to have a constructed strategy and plan how to move the entire organization, without silos, along the transformation journey. It further allowed the client to be proactive with its internal communications hence minimizing potential risks, or even mistakes, that could have adverse effects on the transformation outcomes. Based on the client, their transformation journey experienced less friction and was sped up as a result of the clear strategy roadmap.