PROJECTBuilding the voice of a nearly 10,000 person manufacturing and supply unit
GOALTo promote and reinforce employee engagement before, during, and after the company’s acquisition of another company. “Change communications” are important for continuity and productivity at times of uncertainty, and our mission was to help the leaders of this global “business within a business” achieve buy-in on priorities and values that drive success.
Become immersed in the culture, people, and core truths of the new, combined organization. Through a comprehensive assessment — highlighted by one-on-one interviews and a series of focus groups with a cross-section of staff — Taft helped craft a “core story” explaining for internal and external audiences in clear, compelling language the purpose, principles, and strategic priorities for the function.
Taft scripted and managed more than a dozen “town hall” virtual gatherings with employees.
We wrote and supervised production of three videos that helped connect employees with the unit’s operational philosophy.
Taft coached the company’s leaders to be stronger at managing the two-way conversations with employees that are crucial to accelerate the pipeline to help more people, ensure reliable supply to the partners and patients who depend on the unit, and maximize its value to the overall enterprise and its mission.
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