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4 June 2009 • 1:37 pm

Planning Change Communication – Part II

In the previous post on the topic of planning communications for an organization’s change program, I outlined a sequence of five messages that are a key dimension of the planning framework. The five messages provide a basis for determining whatto say about change, independent of the determination of with whom the messages are to be shared. The audience dimension addresses this, and is the next part of the planning framework. 

Audience segmentation is the process of first defining the universe of stakeholders, and then dividing that universe into groups according to the intended approach to the communication of the messages. 

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1 June 2009 • 8:58 am

Planning Change Communication – Part I

Organizations planning a change program using Balanced Scorecard (BSC) quite logically focus their efforts on the mechanics of the BSC itself; identifying a leadership team, developing a strategy map, selecting measures for each objective appearing on the strategy map, reporting on those measures, and engaging the leadership team in a BSC-based strategic management process. Often overlooked, but of equal importance to the success of the change program is planning and effecting the communication of strategy and performance across the organization.

Working with a client back in 2001, I constructed a framework for planning communication around strategy. Over the course of several engagements with a variety of client organizations, my colleagues and I were able to refine this framework, and prove its effectiveness. We also learned a lesson from our clients; upon reflection they all said that given the chance to do it all again, they would have started earlier and invested more time in their strategy communications programs.

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