Marina Simunovic
Over the past few years, I have seen the same thing happen over and over again: strong change plans that are stuck on the workplace. In this article I share why that happens and how (change) communication makes the difference between knowing and actually doing.
What I saw happening on the floor
For five years I worked as a Service Designer. My goal was clear: to make business processes and services transparent and people-centred. Over time, I noticed something more and more often: even the most sophisticated processes failed in practice. Not because the processes were flawed, but because people did not understand the change or could not act on it. Over the past five years at Groupmapping, I have specialised in change communication because it creates the vital bridge between abstract strategy and people’s day-to-day experience.
When organisations transform, whether they are a new strategy or a variety of change projects, I see that the focus is often on reporting lines, new practices and tight KPIs. The human side is taken for granted. But right there is the crux: an organisation changes only when people change.
Inform versus activate and mobilise
put into practice Internal communication and change communication The Commission has already made a number of proposals for the introduction of a European information system. informBut one. transformation calls for attention to dynamics, focused on activation and mobilisation. It is about encouraging people to feel and do the content and why. Then, to get them actually moving in the realisation. Internal communication ensures that they know, this approach makes them feel and do it.
How do you do this?
- What does the change mean for daily work and routines?
- What should the specific period of communication be? Do you want to create understanding, remove uncertainty or increase ownership? Only then you choose the form that helps. The form follows the intention.
- One means of communication is not enough. Change requires a rhythm of repetition, listening and space for different perspectives. It is not a question of explaining, but of giving meaning and working together.
Closing the gap
Without this targeted approach, there is a gap between the paper reality and the workplace. Employees understand the 'what', but lack the translation into their own work. This leads to uncertainty and resistance. A well thought out activation and mobilisation process, with the associated (changed) communication, closes that gap. It makes change concrete, understandable and, most importantly, worn.
Continue the conversation
Changing requires more than a good plan. It requires attention, timing and meaning. Do you recognize the stagnation I describe above and do you want to take a next step together? Contact me, I'd be happy to help you.
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