A multi-dimensional service

Writing in the preface to his report, Engaging for Success, David Macleod recalls the then Secretary of State, Lord Mandelson, encouraging him: "to examine in particular whether a wider take up of engagement approaches could impact positively on UK competitiveness and performance."

His answer is "an unequivocal yes".

Making communications count - achieving a demonstrable outcome and not just a beautiful output - is at the heart of all that we do.

We can deliver each dimension of a communications project:

• defining the requirement
• developing strategy, tactics and planning the programme
• delivering key messages through the most appropriate mix of channels
• tracking performance over time through qualitative and quantitative reviews

I am fortunate to have participated in one exemplar programme cited in the MacLeod report: 02's 'Path to Fandom'.

O2's aim for 2011 is to have twice as many customers who are 'fans' as its nearest competitor. But to turn its customers into fans, O2 recognised it must first do the same to its people, engaging their hearts and heads.

Fandom is something that resonates with everyone at O2 and is brought to life through face-to-face briefings, which are hosted by the CEO and his team to demonstrate clear direction from the top. This is supported by a suite of integrated two-way communication channels, which were devised following a series of workshops with front line staff, which I helped to facilitate.

The new multi-channel media mix provided O2 with the means to customise conversation, content and delivery to better engage employees across all areas and levels of the business.

As I work with individual organizations now, and plan how to respond to current challenges and help accelerate their return to profitability and growth, effective internal communication and engagement is a key differentiator between those who will succeed and those who won't.

The benefits of engagement are the same for organisations of all sizes, and include:

• a four-fold difference in financial performance within companies with engaged employees (Watson Wyatt).
• highly engaged individuals/teams
  • are more than twice as likely to be top performers (Watson Wyatt 2009)
  • miss 43 per cent fewer days of work due to illness
  • make significantly fewer quality errors than among poorly engaged teams (DDI).

In other work I've done, whether embedding vision and values with The Cabinet Office and National Museums of Scotland, or supporting clear communication through mergers, acquisitions or restructures, it is clear that success comes down to clarity around objectives, roles and responsibilities, and ensuring consistency in messages across every channel used.

We can help you navigate a quicker route to recovery.