Magenta Triangle

Case Study 3: Change Communications project for a leading payments processor

transform-butterfly-edit
case-study-employee-presentation-event

The project:

A two-year, multi-stage change project involving a variety of large and small-scale operational and cultural changes including:
  • Two business unit disposals
  • A restructure
  • UK Head Office relocation
  • The launch of
    • New productivity/working practices
    • New employee wellbeing initiatives
    • New corporate social responsibility initiatives
The company needed to open up dialogue with all their stakeholders – both internal and external – to communicate the long term plan and the individual elements of the change programme. They also wanted to engage and involve employees and gain their support for the changes and to reassure them of the strength and stability of the company. Lastly, it was important to protect the reputation of the company and prevent any negative media coverage.

What we did:

Working alongside the programme managers, members of the Board, department heads, other function leads and a variety of other employees and contractors, the outputs implemented from the project included:

  • Devising a long term strategic communications plan with sub-project deliverables

  • Creating a recognisable brand for all project communications

  • Producing manager communications materials, toolkits and FAQ’s

  • Running a series of employee focus groups

  • A dedicated project newsletter for employees

  • Dedicated display areas and poster campaigns

  • Employee forums and events including ‘Ask the MD’

  • Media and analyst relations

  • Ongoing client communications

  • Multi-part partner and supplier communications

What happened next:

The employee events attracted far higher levels of attendance and involvement than any other past events (up to 30% more).
The new feedback channels – including dedicated email, suggestion boxes and change champions all had high levels of employee input and all questions and issues were addressed quickly and thoroughly.
There were no negative news stories in the media about the change project – only a local new story about one of the business disposals which was fairly positive.
There was very good buy-in to the change in working practices and the office relocation (of 2000 employees) went very smoothly.
Any morale issues around redundancies was kept minimal and at expected levels (based on employee feedback and informal research).
There was no effect on client relationships and feedback from clients via the Account Managers was positive – 100 % of clients felt they had a clear understanding of the changes that were happening and felt comfortable that their service was not impacted.
Green Triangle

Case Study 3: Change Communications project for a leading payments processor

transform-butterfly-edit

The project:

A two-year, multi-stage change project involving a variety of large and small-scale operational and cultural changes including:
  • Two business unit disposals
  • A restructure
  • UK Head Office relocation
  • The launch of
    • New productivity/working practices
    • New employee wellbeing initiatives.
    • New corporate social responsibility initiatives
The company needed to open up dialogue with all their stakeholders – both internal and external – to communicate the long term plan and the individual elements of the change programme. They also wanted to engage and involve employees and gain their support for the changes and to reassure them of the strength and stability of the company. Lastly, it was important to protect the reputation of the company and prevent any negative media coverage.
transform-butterfly-edit

What we did:

Working alongside the programme managers, members of the Board, department heads, other function leads and a variety of other employees and contractors, the outputs implemented from the project included:

  • Devising a long term strategic communications plan with sub-project deliverables

  • Creating a recognisable brand for all project communications

  • Producing manager communications materials, toolkits and FAQ’s

  • Running a series of employee focus groups

  • A dedicated project newsletter for employees

  • Dedicated display areas and poster campaigns

  • Employee forums and events including ‘Ask the MD’

  • Media and analyst relations

  • Ongoing client communications

  • Multi-part partner and supplier communications

What happened next:

The employee events attracted far higher levels of attendance and involvement than any other past events (up to 30% more).
The new feedback channels – including dedicated email, suggestion boxes and change champions all had high levels of employee input and all questions and issues were addressed quickly and thoroughly.
There were no negative news stories in the media about the change project – only a local new story about one of the business disposals which was fairly positive.
There was very good buy-in to the change in working practices and the office relocation (of 2000 employees) went very smoothly.
Any morale issues around redundancies was kept minimal and at expected levels (based on employee feedback and informal research).
There was no effect on client relationships and feedback from clients via the Account Managers was positive – 100 % of clients felt they had a clear understanding of the changes that were happening and felt comfortable that their service was not impacted.