Managing change effectively during turbulent times

Challenge

Having been struck by several simultaneous internal changes across leadership, regional affiliation and ownership, a leading FMCG multinational was facing an identity crisis and needed to communicate effectively to employees.

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Approach

We developed a transformation management communication plan that would transform the negative perception of changes occurring within the business, to a fantastic opportunity and the beginning of a new period of sustained growth. Doing so required continuous consultation and collaboration with the company’s large workforce. We began with an audit of current communication practices, relevant stakeholders and their roles, which required us to meet with employees from all levels of seniority with the company. Based on our new, deep understanding of internal communications operations, stakeholders and practices, we created recommendations to resolve problems and developed tactics to transform the feel within the company from one of gloom to one of glory.

Our defined “leading change” strategy was phased to ensure ease of implementation, whilst our framework for internal communications explained crisis processes, leadership management and the need to identify and protect brand reputation.

Results

Our plans were fully approved and onboarded, successfully improving the atmosphere around the company and leading to higher employee retention rates. We also supported a leadership event with the new CEO which showcased company strategy, aligned corporate values and encouraged employee engagement.

WHAT OUR CLIENTS SAY

The work accomplished by the CID team has been well recognized and acknowledged by all attendees whether the Juhayna team or Ministry of Education representatives. It has been a pleasure working with CID in implementing our first CSR initiative with the Ministry of Education. We highly appreciate their workshop training that succeeded in fulfilling the program’s objectives due to the team’s efforts and high communication skills.

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Nahla Mokhtar
Head of External Communications, Juhayna Food Industries

We worked with the CID team for over 2 years to develop our strategies, and CID has provided two teams; one specialized in social issues and community development and the other in reputation management and corporate communications. The two teams are staffed with experienced professionals who are knowledgeable in their fields and have been working closely and effectively with the ERC team. We believe that CID’s guidance and support in developing and implementing our community engagement and communications strategy has been essential in positioning ERC to meet its corporate social responsibility obligations and its commitments to the stakeholders necessary for ERC to secure its social license to operate.

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Tom Thomason
Former Chief Executive Officer, The Egyptian Refining Company