Why is Strategic Communication so Crucial?
3 February 2009
Read by 1664 persons
Common sense tells us that employees cannot contribute to achieving company objectives if they do not know them, and that is what many business leaders expect. It is the poor implementation of their strategy, not the strategy itself, that underlies the failure of business leaders; and one of the reasons why leaders fail to implement their strategy well is the employees' lack of understanding of the strategy.
When asked if they understand the strategy, many employees answer "Yes", even though their understanding of the strategy is completely wrong.
When the strategy is not communicated through a well-defined communication program, the information disclosed is often inaccurate.
Communication is crucial when you hear "Making Strategy Everyone's Business", especially in a Strategy Focused Organization. The most successful organizations – unlike less successful ones – are by far those made up of senior managers with real communication skills and employees who have a good understanding of company objectives. When managers successfully communicate their strategy and employees understand the objectives, the company achieves good results.
The emphasis on employee understanding of the strategy through various communication channels is what distinguishes winning companies from losing companies. Among companies that have achieved fairly sustained performance, 72% say that their strategic options have been regularly communicated through various channels, and 56% report that their employees have "a very good idea" of the company's overall strategy.
Main components of a communication program
An effective communication program contributes to a better understanding of the strategy, aligns behaviors within the company and influences results so that the effective implementation of the strategy becomes a major permanent and sustainable skill. More concretely, a strategic communication plan is formulated to achieve the following objectives:
• Develop a good understanding of the strategy throughout the organization.
• Provide the organization with a shared vision and a common guideline.
• Make the Balanced Scorecard known as a strategic management process.
• Show members of the organization how they can contribute to the implementation of the company's overall strategy.
• Develop internal collaboration that allows employees to participate in and support the Balanced Scorecard process.
• Create a continuous source of information on company performance and progress in strategy implementation.
A well-planned and well-executed communication program is necessary to achieve these objectives. Many companies use a three-step process in the design and implementation of their communication program:
1. Define a communication plan including the target audience, messages, communication methods/channels, facilitators, schedule, resources, and budget to be allocated for this purpose.
2. Define the content and produce the messages and methods/channels.
3. Summarize the program and make revisions based on feedback and performance evaluation.
Challenges and obstacles to the implementation of strategic communication
A football team cannot be sent onto the field without the coach explaining the game plan to the players. So, how can we understand that companies cannot succeed in communicating their strategy to their employees? Companies are often faced with several obstacles or barriers to the implementation of a formal communication program. However, there are effective solutions to these obstacles; many companies have adopted them. For each obstacle or barrier, we offer solutions
Fear that competitors will know the company's strategy and performance
-Communicate your strategy as much as you can. As stated earlier, the benefits you gain far outweigh the risks.
The Balanced Scorecard is too complex a concept for employees to understand
-Adapt your messages to your audience and present them in the simplest possible way so that they are interesting and important to your audience.
Too high costs and funds not available for the budget
-Adopt an "opportunistic" plan, using existing communication methods/channels. Also evaluate the benefits through a study on the degree of understanding of the strategy by employees before, during, and after the implementation of each program.
Lack of a formal communication framework; the core team being already reduced to the bare minimum
-Combine external resources with those of an internal cross-functional team with creativity and writing skills. Put less emphasis on the cognitive aspects of the Balanced Scorecard that can be taught.
Refusal to be directive in communication (hoping that the functional managers will willingly take care of it)
-Deliver concise and precise messages through a coordinated effort including training, defining your expectations and supporting your collaborators in their communication efforts.
Fear that the implementation of the Balanced Scorecard will be compromised by a poor communication campaign
Determine what did not work in previous programs and include your conclusions in the new communication plan.
Wanting to avoid the BSC being perceived as a new "fashionable" campaign instituted by management
-Start implementing the program at the top level, communicating to managers the need for change and the need for their buy-in to the BSC as a new performance management system within the company. Make them understand that things will no longer be the same; they will have to give their company management a new direction in the interest of all.
Many companies have a formal communication program, but fail to achieve their objectives. We offer here solutions to the problems they often face.
Sticking to inflexible and impersonal communication channels such as newsletters, email and large meetings
-Use multiple communication methods including channels such as small group interactive meetings.
Formal communication is not reinforced by informal communication
Train your managers and provide them with tools to deliver their messages through both formal and informal communication channels.
Communication strategies are only aimed at employees at the general management or headquarters level
-Also communicate with remote agents through voice messages, videos, intranet, etc.
The communication strategy is mainly aimed at managers.
-Focus your communication strategy mainly on employees at the bottom of the ladder; it is they who are responsible for implementing the strategy on the front line.
Messages are only delivered by the management team
-Let managers, team leaders or direct supervisors and other influential people also deliver the messages.
Messages and channels are too generic
-Try to define the contours of your audience and design your messages accordingly; review the reactions and responses from employees and evaluate the results.
Irregular, sporadic communication that ends after the strategy is implemented
-Create a communication system that allows you to provide employees with information on achievements, best practices resulting from the ongoing strategy (based on the BSC) as well as success stories.
Messages rely too much on the Balanced Scorecard methodology and are too process-oriented
-Focus your message on the benefits of the Balanced Scorecard; and above all a pragmatic message that touches each employee individually.
Communication at too high a level or too focused on the company's Balanced Scorecard system
-Design a communication plan that takes into account both the company's general point of view and the sub-scorecards (different units). Employees need to know how they are associated with the company's strategy in order to better understand that they can contribute something to its implementation.
Posted on May 5, 2008
gestiondelentreprise.com
When asked if they understand the strategy, many employees answer "Yes", even though their understanding of the strategy is completely wrong.
When the strategy is not communicated through a well-defined communication program, the information disclosed is often inaccurate.
Communication is crucial when you hear "Making Strategy Everyone's Business", especially in a Strategy Focused Organization. The most successful organizations – unlike less successful ones – are by far those made up of senior managers with real communication skills and employees who have a good understanding of company objectives. When managers successfully communicate their strategy and employees understand the objectives, the company achieves good results.
The emphasis on employee understanding of the strategy through various communication channels is what distinguishes winning companies from losing companies. Among companies that have achieved fairly sustained performance, 72% say that their strategic options have been regularly communicated through various channels, and 56% report that their employees have "a very good idea" of the company's overall strategy.
Main components of a communication program
An effective communication program contributes to a better understanding of the strategy, aligns behaviors within the company and influences results so that the effective implementation of the strategy becomes a major permanent and sustainable skill. More concretely, a strategic communication plan is formulated to achieve the following objectives:
• Develop a good understanding of the strategy throughout the organization.
• Provide the organization with a shared vision and a common guideline.
• Make the Balanced Scorecard known as a strategic management process.
• Show members of the organization how they can contribute to the implementation of the company's overall strategy.
• Develop internal collaboration that allows employees to participate in and support the Balanced Scorecard process.
• Create a continuous source of information on company performance and progress in strategy implementation.
A well-planned and well-executed communication program is necessary to achieve these objectives. Many companies use a three-step process in the design and implementation of their communication program:
1. Define a communication plan including the target audience, messages, communication methods/channels, facilitators, schedule, resources, and budget to be allocated for this purpose.
2. Define the content and produce the messages and methods/channels.
3. Summarize the program and make revisions based on feedback and performance evaluation.
Challenges and obstacles to the implementation of strategic communication
A football team cannot be sent onto the field without the coach explaining the game plan to the players. So, how can we understand that companies cannot succeed in communicating their strategy to their employees? Companies are often faced with several obstacles or barriers to the implementation of a formal communication program. However, there are effective solutions to these obstacles; many companies have adopted them. For each obstacle or barrier, we offer solutions
Fear that competitors will know the company's strategy and performance
-Communicate your strategy as much as you can. As stated earlier, the benefits you gain far outweigh the risks.
The Balanced Scorecard is too complex a concept for employees to understand
-Adapt your messages to your audience and present them in the simplest possible way so that they are interesting and important to your audience.
Too high costs and funds not available for the budget
-Adopt an "opportunistic" plan, using existing communication methods/channels. Also evaluate the benefits through a study on the degree of understanding of the strategy by employees before, during, and after the implementation of each program.
Lack of a formal communication framework; the core team being already reduced to the bare minimum
-Combine external resources with those of an internal cross-functional team with creativity and writing skills. Put less emphasis on the cognitive aspects of the Balanced Scorecard that can be taught.
Refusal to be directive in communication (hoping that the functional managers will willingly take care of it)
-Deliver concise and precise messages through a coordinated effort including training, defining your expectations and supporting your collaborators in their communication efforts.
Fear that the implementation of the Balanced Scorecard will be compromised by a poor communication campaign
Determine what did not work in previous programs and include your conclusions in the new communication plan.
Wanting to avoid the BSC being perceived as a new "fashionable" campaign instituted by management
-Start implementing the program at the top level, communicating to managers the need for change and the need for their buy-in to the BSC as a new performance management system within the company. Make them understand that things will no longer be the same; they will have to give their company management a new direction in the interest of all.
Many companies have a formal communication program, but fail to achieve their objectives. We offer here solutions to the problems they often face.
Sticking to inflexible and impersonal communication channels such as newsletters, email and large meetings
-Use multiple communication methods including channels such as small group interactive meetings.
Formal communication is not reinforced by informal communication
Train your managers and provide them with tools to deliver their messages through both formal and informal communication channels.
Communication strategies are only aimed at employees at the general management or headquarters level
-Also communicate with remote agents through voice messages, videos, intranet, etc.
The communication strategy is mainly aimed at managers.
-Focus your communication strategy mainly on employees at the bottom of the ladder; it is they who are responsible for implementing the strategy on the front line.
Messages are only delivered by the management team
-Let managers, team leaders or direct supervisors and other influential people also deliver the messages.
Messages and channels are too generic
-Try to define the contours of your audience and design your messages accordingly; review the reactions and responses from employees and evaluate the results.
Irregular, sporadic communication that ends after the strategy is implemented
-Create a communication system that allows you to provide employees with information on achievements, best practices resulting from the ongoing strategy (based on the BSC) as well as success stories.
Messages rely too much on the Balanced Scorecard methodology and are too process-oriented
-Focus your message on the benefits of the Balanced Scorecard; and above all a pragmatic message that touches each employee individually.
Communication at too high a level or too focused on the company's Balanced Scorecard system
-Design a communication plan that takes into account both the company's general point of view and the sub-scorecards (different units). Employees need to know how they are associated with the company's strategy in order to better understand that they can contribute something to its implementation.
Posted on May 5, 2008
gestiondelentreprise.com
