Companies inevitably face change - in mission, marketplace, CEO, technology or organisational structure - and change almost inevitably can be unsettling. We help firms manage these transitions.
The goals of internal communications programs can be quite different. Sometimes there is a need for high impact or a call-to-arms; at other times, what is required is a seamless, almost unnoticed process.
In either case, credibility and stakeholder confidence demand that a company communicates with a range of audiences. And almost certainly, employees - those closest to the change - must be at the foundation of any such program.
Burson-Marsteller's global Change Communications practice assists clients in analysing and addressing the issues that accompany change and developing strategies uniquely tailored to how a company, its people and its other stakeholders may respond. We draw on a collection of professional disciplines to understand how every aspect of an organisation shape the perceptions of its people.
We provide counsel on all aspects of communication in a changing organisation as well as addressing specific organisational development issues and integration and process challenges.
For all stakeholder audiences, including employees, customers/vendors, shareholders and key influencers, we seek to develop interactive, consistent and targeted communications that will serve as the underpinnings for the change management process itself - shaping new operating processes, prompting new behaviours, and improving productivity and organisational effectiveness.
Successful change communications requires reaching the hearts and minds of employees, because emotional drivers can typically be more powerful and motivating than rational ones.