Who for?
GWR Exec, Internal Communications Department and whole business (6,000 employees)
Why?
To inform, engage and activate GWR’s leadership and 6,000 employees in cultural transformation
What happened?
- Development of internal communication strategy for Great Western Railway (GWR) to integrate with and amplify employee engagement to deliver cultural transformation
- Diagnostic process to identify gaps between current approach and provision and defined future provision, approach and ownership
- Socialising the concept of communication as a leadership owned and led discipline rather than department-led
Results
The resulting strategy is:
- Aligned with corporate strategy and positioned to help deliver business and transformation objectives
- Integrated with employee engagement strategy to leverage greater returns
- Focused on:
- Creating an internal communications approach shifting from almost exclusively PUSH to balanced PUSH (informing)/PULL (informing, engaging, activating) communication
- Redeveloping internal communications function to be ‘fit for purpose’ – resources, capabilities, delivery – in transforming business
- Establishing internal communication as an Exec-owned, key leadership responsibility
- Developing communication mind-set and capability across leadership levels
