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Change

Communications in times of change

It is increasingly common for companies to be confronted with crucial challenges in the face of megatrends such as digitalisation or globalisation, intensive competition and new legal parameters. Companies are experiencing ever-increasing pressure towards innovation. It may relate to processes of change, to initiatives for innovation or to re-alignment: these processes mean that – both in-house and outside of the company – it is essential to secure strategic change management and professional PR to accompany these developments.
 

We tackle the issues that bother you most. We identify the drivers of change as well as the ruptures. Gaisberg Consulting offers individual strategy workshops for top management and communicators such as executive events, scenario trainings or creative formats – the one that works for you.

We will be delighted to help you with professional change management on your developmental journey. Do not hesitate to contact our experts today.

Cases

Digital Transformation

The digital revolution is underway, and it is changing the way we work. An Austrian construction group is shaping up for future challenges as it develops forward-looking projects. New digital working methods for construction are being developed and integrated, whilst innovation is continually promoted. How do we deal with digital change? How do we provide PR and hand-holding for a change process whose outcome is not yet clear? What new technologies and exciting formats are we using to sell future projects to the public?

Adopting a New Strategy

An American pharmaceuticals group, quoted on the stock exchange, is working towards new skills and engages in a division process. In Austria, too, there is a new company that has to be set up: new strategy, new structure, new location and a new culture. How do you communicate this change? Why is the goodwill and support of all of the employees of such importance in the process of this kind of change of culture? And what is the best way of implementing this change process in the short term?

New Location

A Viennese company is moving to a new location. Instead of individual offices, the 130 employees can look forward to an open-plan office concept. Emotions are high, as a move affects each and every employee. Not least because of changes to commutes, new offices and new seating plans. How can you deal with these changes? Or with worries and fears? How and when should you communicate the move? And how should you approach the whole change process in a way that suits your company and that motivates the employees to look forward to their new workspace?

New Brand

An Austrian energy group needs to re-align its established positioning on the market, and needs to adapt to the new demands imposed by their clientele: new strategy, a clear brand structure, a modern and creative image. Where and how does the company position its branding in order to achieve a powerful image, presenting itself as fit to meet future challenges? What does it need in order to achieve successful re-alignment of a brand? And how is it possible to exploit the re-launch of a brand in such a way as to appeal to new customers?

Management Change

A technology company with 500 employees, a minimum employee turnover and a managing director who leads the company as if it were his own. After 15 years, the managing director hands over his duties to a company outsider. How can such a process take place without much friction? When is the most convenient time to communicate the change? And what is the best positioning strategy for the new managing director inside and outside the company?

Innovation

The Austrian subsidiary of an internationally active industrial group with approximately 350 employees in Austria is confronted with a major challenge: after a tough re-structuring program, the company now needs to respond to digital change, developing new business models. How can innovation and digitalisation be integrated into corporate strategy? How is the company’s culture adapting to meet digital change? How can communication play a part in shaping the future of a traditional industrial company? And how is it possible to overcome employees’ fears, to deal with their areas of resistance?