Embedding a strategic vision with change communications

A global engineering firm launched a new internal strategy to optimise their ways of working. They needed support to bring their strategic vision to life, and focused on identifying effective ways to educate, inform, and engage individuals.

The challenge

This global engineering firm, with over 60,000 employees, wanted to make significant changes to the ways of working across its business. It needed to engage the workforce to ensure that the new strategic vision was embraced and embedded to improve productivity and efficiency.

They needed an effective change communications strategy to educate, inform and engage their workforce to ensure the successful and sustainable adoption of the changes.

271 weekly visitors to dedicated microsite (on average)
60% attendance to the first training session, with more viewing the recording after the live session
10+ written case studies created, showcasing the value

The solution

Following an agile methodology, we worked at pace to create an effective communications strategy that could be optimised in response to continuous feedback. We were able to form a cross-functional team, to ensure the strategy implemented was aligned to the overarching business objectives.

Completed a detailed discovery phase, created a communication strategy and roadmap
Educated teams through bitesize training sessions
Shared surveys to evaluate individuals’ level of understanding and engagement
Created a hub of information and developed creative communications to stand-out against the noise

The results

Successful engagement from the activity was evidenced through the interactions with the communications.

271 weekly visitors to the dedicated microsite (on average)
60% attendance to the first training session, with more viewing the recording after the live session
10+ written case studies created, showcasing the value

Summary

This leading global engineering firm was able to influence and engage its workforce to embrace and embed new ways of working through the development of a well-researched, structured and targeted change communications strategy. The results of this successful change delivered value to the business through efficiency and productivity gains.

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Communication to drive employee engagement

Agile communications a critical success factor for global change programme

Atkins a member of the SNC-Lavalin Group, is one of the world’s most respected design, engineering and project management consultancies. The company specialises in major infrastructure projects from aerospace and aviation through to transport, energy and buildings. Atkins is one of the UK government’s leading suppliers and was instrumental in creating the infrastructure for the 2012 Olympics.

Atkins has a programme of work that is focused on looking at ways that digital technologies can help further improve the service that it delivers its clients. As part of this, it is looking at embracing and developing new tools and new ways of working to create an even more collaborative and connected company.

As a global company, Atkins has over 19,000 people spread across 300 offices around the world. Many of these people come from companies that have been acquired over the years so one of the biggest challenges for Atkins is to ensure that employees can collaborate effectively across geographical and industry boundaries.

It was also important to ensure that employees bought into the vision of the company moving forward and felt that they could contribute to the ideas and innovations that are driving this change.

The 2020 Programme

As part of the 2020 Programme Atkins had a number of initiatives designed to get employees collaborating more effectively. These included the creation of Bid-In-A-Box – an online facility to help teams put together bids more efficiently through standard templates, shared content and key learnings. The company also decided to roll out a new collaboration tool that would make it easier for people to create and work through virtual teams.

Bright supported on the communications for the launch of the new services to make sure people were aware of what was available, how to access and use it and where to go for help. The communications also need to be clear and compelling to encourage people to get involved and use the available tools. The communications strategy needed to be agile and comms created, rolled out quickly and needed to align with the branding that had already been created around the 2020 vision.

Bright were able to get underneath the skin of the brand quckly and worked effectively with the internal team and other partners. They were proactive, responsive and very agile in their approach.
Kathie Gilley, Business Transformation Director

Bid-in-a-Box: A success story

Bright were able to get a team up and running in just a few days. Working closely with the internal team, lead by Business Transformation Director, Kathie Gilley, the team was able to get a communications plan for Bid-In-A-Box built and approved in less than a week with the first elements of communications toolkits drafted and ready less than two weeks after the programme had been signed off. The team used Bright’s agile marketing methodology to create and test a number of concepts quickly to determine the best approach and worked closely with other suppliers to get the toolkits ready for launch in record time.

The toolkits included video case studies, user guides and FAQs for Bid-In-A-Box. Alongside toolkit and launch materials for the roll-out of the new colloboration tool internally including video and ‘how to’ guides.