STRATEGY:

BAE Systems' MAI Division undertook the biggest re-vamp in its IT infrastructure ever. The investment relied equally upon new tech and the support of the staff.

 

Internal communication on the changes was poor, information was less than forthcoming and buzzwords and acronyms reigned supreme. Employees feared job cuts. They believed that the changes were bad news for them.

 

The rumour mill began to churn. Staff were less than supportive. The corporate equivalent of putting a broom handle through the front spokes of a bicycle.

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We said "how about just telling them the truth in simple terms?" Nobody was talking about the positives. The changes meant streamlining, making BAE Systems more able to win large lucrative fighter jet orders from competitors such as Lockheed Martin.

 

We explained why the change was necessary and reminded staff how important they were to the success of the project.

 

How change would make BAE Systems more competitive and capable of winning large contracts. Securing jobs, not risking them.

 

Ambient media, BAE Systems intranet and live events got the message across and made staff supportive of the changes.

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OUTCOME:

An end to the rumour mill and a dramatically more engaged workforce who felt valued and appreciated.

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