It’s no longer an option to view cyber attacks as something that happens to someone else, some other organisation, or just a technical issue. It’s now standard practice for all large organisations to have measures in place to protect themselves and their assets, and these measures often include an element of culture and behaviour change .
Those of us who work in communications frequently support our organisation through major change. And for change managers, often the most challenging part of delivering change is what happens after the project has finished. We need to find ways of embedding the new processes or behaviours and making them stick.
This calls for communications tools that last, are repeatable and sustainable, and have a life beyond the project. Read more
Afiniti’s top tips for creating user-generated content
There is, understandably, some confusion about how change management activities sit alongside project management.
After all, project management provides for comms and learning, so what’s the need for additional change management? Read more
During a major business change and transformation there is often a need to bring in expertise and resource capacity from external consultancies to help successfully deliver, manage and embed change. As an external team, our aim is to quickly form strong alliances with the internal teams, including sponsors, the project and the business. However, we find over and over again, an untapped team in larger organisations is Internal Communications who can play a critical role in employee engagement activities. Although often involved at some stage of the change lifecycle it’s normally later when their lack of early involvement will prevent the project from getting the true value from this internal resource. A team who have deep knowledge and insights into the stakeholders, effective channels, the brand and other communications activity taking place. It seems obvious to get this team involved, the trick is to do this early. Read more
The Terracotta Army of 8000 warriors took 720,000 people over 37 years to build.
The original vision for this was grand beyond imagination but it was thanks to all of those workers who created every individually distinct soldier that this amazing relic survives in great detail over 2200 years on.
The point? People drive change, but unlike 2200 years ago, business leaders now need to work with people not just impose orders or tell people what to do. Employee support is crucial for change and people need to be involved and heard. Read more
The drivers of change in internal communications aren’t tools and technology, they come from the business and its people.
When thinking about the future of in internal communications, we often think about developments in technology and the possible channels we may be able to use to communicate to employees, e.g. isn’t there an app we can use to update Linda’s team in Liverpool? Read more
Using our creativity and innovative approach to delivering change, we enable and equip your people to progress through every step of the change journey.
Telephone: 0845 608 0104