A colleague recently mentioned she was creating a message map for her change management client. I’m a big believer in message mapping, but generally find that clients need to be educated about its value. Communications and marketing professionals are used to message mapping, but it’s a tool that can be valuable in many disciplines and
Your company probably undergoes multiple technology changes every year. How do end users of those changes learn about it? And, how much in advance? Communications plays a big role in a change management program for a major technology change. It may be the only activity for minor technology changes. You have very unhappy end users
I’ve said this statement many times, but a recent comment made me realize how it hit home. Much of what change management advocates is good practice for managing people on a day-to-day basis.
Change in the workplace is constant, which requires ongoing attention to take care of your workforce through sound management strategies. It requires a holistic view of all changes and understanding how they are interconnected. This is different than a change management portfolio or a program management office that manages a change project.
Any kind of plan—marketing, change management, communications—starts with understanding who you’re trying to reach. Everyone thinks they do it, but is it thorough and provide the kind of information about each group that you really need? It’s a matter of slicing and dicing a lot of data and organizing that information in a way that makes sense.