Developing an IC strategy and getting it delivered

1、2003 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.This information is given in good fa

2、ith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.Developing

3、 an IC strategy and getting it delivered Filename2What were going to coverl explain some contextl key aspects to considerl build a vision, plans and actionsl practical steps to getting things implementedl change the dialoguel comments, questions and answersFilename3Some contextFilename4About Ken Hun

4、terl Head of Internal Communication for Rolls-Royce Group plcl 20 years in corporate communication mainly specialising in IC/change:l Rosyth Royal Dockyard (defence)l BP (oil refining through to sales)l Eastern Group (privatised utility)l Safeway (retail)l Railtrack (privatised network provider)File

5、name5About Rolls-Roycel we dont make cars!l 80% of business is based on gas turbinesl we serve the following sectors:l civil aerospacel defence aerospacel marinel energyl 2003 turnover: 5,645 millionl underlying profit before tax: 285 million l 35,000 employees in 50 countriesFilename6Whats on our a

6、genda?Were:l looking to grow our profitsl cutting operating costsl improving our supply chainl cutting delivery timesl pushing for continuous improvementl improving our customer focusl facing tough competitionl investing in new plant and facilitiesl implementing new working practicesFilename7Key asp

7、ects to considerFilename8Things you need to understand (1)l culture/brandl organisation structurel business strategy and targetsl operating performanceFilename9Things you need to understand (2)l maturity of internal communication:l processesl channelsl leaders understandingl capability (line and spe

8、cialist) versus needl whose support you needl expectations of your roleBut most importantlyl the big items which absorb senior team thinkingFilename10Checklist context Do I understand:l the past what shaped current opinion, attitudes and behaviour of:l internal audiences?l decision makers?l the stra

9、tegy and aspirations where does the business want to get to?l the people development agenda what skills, knowledge and competencies is the organisation fostering?Filename11A strategy proposal should coverl definition of role/value addl how youll be organisedl policies by which you and the company wi

10、ll workl actions youll takel indicative costings/full business casel how youll measure successl external evidenceFilename12Getting sign offl build a base of business supportl talk about business not communicationl talk about business outcomes not communication channelsl pre-brief those who you need

11、to endorse the strategy/policiesl ensure the public support of the key influencer(s)Filename13Build a vision, plans andactionsFilename14Our business themesl investing in technology, capability and infrastructurel developing a competitive product portfoliol growing market share and installed product

12、basel capturing aftermarket service opportunitiesl developing our peopleFilename15Role of internal communicationICs strategic role is to help management deliver the business plan and business improvementsBusiness impactFilename165Cs to assess effectivenessClarity of purpose and messageConsistency of

13、 behaviour and of themesCapability of communication professionals, management and leadersConnectivity up, down and across the company, and with the content of communicationCredibility of content, leaders, management and communicatorsFilename17Clear roles across organisation RoleSpecific responsibili

14、tiesGeneral responsibilities At corporate centre Develop/maintain integrated local strategies and action plans in support of business programmes Provide support/advice to business leadership team and line management Manage business-specific news announcements and channelsIn a business stream Develop

15、/maintain integrated local strategies and action plans in support of business programmes Provide support/advice to business leadership team and line management Manage business-specific news announcements and channelsIn a cross-business project Develop/maintain integrated local strategies and action

16、plans Manage project-specific news announcements and channels Provide support/advice to project leadership team and line management Operate within the framework of the global IC strategy Provide integrated IC planning for business leadership Focus support on leadership and line management Use IC too

17、lkit and contribute to ongoing development Rigorously implement an audience-focused approach Measure effectiveness of IC contribution Promote targeted and relevant communication with groups outside own business area Share with the IC community materials produced/issued Share successes across the gro

18、up so practitioners can promote the value of IC Manage specialist suppliersFilename18We ended up withl a global internal communication policy reflecting a global businessl clear responsibilities for the company and individualsl a coherent set of business-focused actions l a plan to share and develop

19、 best practice among the IC communityl all endorsed by CEOFilename19Practical steps to gettingthings implementedFilename20Link to processesl communication policy forms part of the Rolls-Royce Quality Management Systeml best practice communication How To guide available on Rolls-Royce Production Syst

20、eml taking employee engagement research proposal through global consultative forumDeveloping capability, consistency and connectivityFilename21Establish common toolsl provide communications team with basic diagnostic approachesl communication planning tool (now going online)l newsletter templatesl s

21、tructured approach for measurementDeveloping consistency and credibilityFilename22Integrate with training/developmentl review communication elements of standard courses l developed masterclass to support professional development in HR and Communication l clear professional development route for comm

22、unications employeesl provide some basic training, e.g. writing skillsDeveloping capability and credibilityFilename23Improve planningl internal communication planning group for corporate-wide issuesl internal communication planning groups at business/major division levell communication planning tool

23、Developing clarity, consistency and capabilityFilename24Get people to meetl annual global internal communication foruml skills day planned for people in UKl Rolls-Royce North America session for communication deputiesl Get out and meetDeveloping connectivity, capability andcredibilityFilename25Coord

24、inated channelsl clear role and purpose for all channelsl actively exploit diversity of local/global channelsl integration of intranets l intranet development explicitly being linked to business strategy investment sought through tough business case approach:l builds senior team understandingl invol

25、ves benefit-focused debatel strengthens roleFilename26Practical steps channels not islandsl issue count we keep a running score of key topics covered by The Post l intranet developments explicitly being linked to business strategy investment sought through tough business case approach:l builds senio

26、r team understandingl involves benefit-focused debatel strengthens rolel clear business governance structure for intranet not a toy for communications or ITFilename27Practical steps miscellaneousl do some of the basics betterl plant ideas in conversationsl identify wise counsellors plant ideasl iden

27、tify rising stars plant ideasl talk about the business not about communicationl sponsor new toolsl retain sense of humourDeveloping credibility and connectivityFilename28Engagement research Proposed global survey to assess: l customer-focusl productivity-orientationl quality and improvement focusl understanding of role and contributionl communicat