Good communication – Good transformation

Many things may steer the transformation of an organization, company or project towards success or failure. 

One thing is certain though: the method of communication is one of the most effective means to guide the process of change. 

The graph in the following chart represents the course of a transformation. The y-axis pictures the overall performance of a company. The higher the graph is running, the more successful are companies and their employees. In this case, it's not essential whether the success is immaterial or monetary. The graph can apply equally to both. 

I propose the following thesis:

Steeply gradient convex graph: The communication within the company takes place rather by chance, not actively or energetically, but rather in the heat of the moment, based on criticism, an increasingly bad or even tilting atmosphere among the employees. 

Flat convex curve: The communication takes place preventively based on a communicational plan that is oriented towards the company’s principles and corporate culture. Every party is informed and involved. The mood is stable and the staff is motivated.

Communicational plan. What does that mean? Sounds smart, but it is not tangible at first glance. For it not to stay an empty phrase, I will sketch a short description and position it within the graphic. 

Basically, we could describe it as a timetable which specifies WHEN before and during the transformation, WHO within the organization is getting involved HOW. The WHO could be executives, particular persons, whole divisions, sectors or the entire staff. The HOW is a matter of forms of communication; for instance dialogues, workshops, town hall meetings or e-mails, intranet like social media and many other options.

In some cases, the communication is only one way: transmitter to receiver. This only ensures the disclosure of information, such as via e-mail or press release. All too often neglected are the more time-consuming cases of communication, which demand an energetic exchange between involved parties (e.g. dialogues, workshops). A good communication plan should comprise both elements equally; complex transformations require more commitment than simply to inform everyone. 

Very, very important: This timetable is not invariable, but represents a concept that has been developed before the transformation started - without knowing about the precise development of the future. The first steps of communication have been initiated already in the so-called Old World, as the major effects of the transformation can be anticipated and measures will thus be arranged. The details though, the actual process, depends in its complexity on many internal and external parameters and interdependencies. Therefore, the timetable must be examined for effectiveness after every move and adjusted if necessary, regarding the WHEN, WHO and HOW.

As frequent travellers, we are not fond of changes to the timetable - especially not on short notice.  In this respect, the term “timetable” may not be exactly accurate. Perhaps you can think of a better term?

One thing is for certain though: A corporate management that is not pursuing a professional communication concept when faced with a transformation, not only lacks a timetable, but will literally be perceived by its surrounding like having no plan at all.