I don’t like templates for change communication plans.  Why?  Because no two organisational cultures are the same and you cannot just lift one approach from one organisation to another and assume it will produce the same results.
Also speaking of results I am not interested in results such as awards for well designed intranet sites, number [...]

The best approach to implementing change is identifying your unique approach for each particular situation.  Even within organizations it is risky to have a one size fits all approach yet many organizations aim to have one methodology for all situations.
Take for example a sales division, this most likely will have a different culture from the [...]

One of the best ways to create momentum to bring strategy to life is to connect employees with the customer experience.  So practically what does this mean and how do you do it?  What this means is that you are looking for opportunities that demonstrate the connection between the work that employees do and the [...]

To have credibility when discussing strategic employee communication with senior management, proposals need to be supported by facts.  Focus groups are usually held to gauge opinions about certain issues and ideas for solutions to problems.  On occasion they are used to form the basis of the questions on staff surveys and customer surveys.  Externally research [...]

Trying to keep momentum going during long periods of change implementation is one of the greatest challenges organisations face.  This is especially true for major information technology system projects where significant engagement activity can take place during the design phase and the implementation phase but it is in the quiet of the build phase that [...]

One of the interesting aspects I find in the work I do with clients is the amount of vertical communication that takes place rather than horizontal communication.
With most topics we communicate it logically from the top – the CEO down and we think that we’ve done a great job because everyone at the front line [...]

The key ingredient for any successful change program is management and leadership commitment to the proposed strategy.  The greatest challenge therefore for change managers is to ensure that leaders stay on message and do not waiver from the challenges ahead.  Change is hard, whether you are at the frontline, or at the executive leadership level.  [...]