Contemporary Internal CommunicationsKlavs Valskov,

Head of Brand

GE Oil & Gas

Contemporary

Internal

Communications

© 2016 General Electric Company - All rights reserved

Klavs Valskov, Head of Brand

GE Oil & Gas

14 April , 2016

The roleSupport major change

Retain good people

Help people work harder and better

Make people say the right things about you

© 2016 General Electric Company - All rights reserved

The rules

© 2016 General Electric Company - All rights reserved

It’s about results and

outcomes, not activity

It’s about the business

Come with data, leave with

respect

We don’t drive with our eyes shut – and

like humans organizations should have

two ears and one mouth

Line managers matter

There is no silver bullet

AN INTEGRATED APPROACH: GE Oil & Gas Communication Objectives

1

COMMUNICATION OBJECTIVES

HOW COMMUNICATIONS DELIVER VALUE

INPUTS

2

3

4

5

Build market conditioning for increased market share

Protect and enhance reputation for favorable positioning

Shape our culture

Strengthen our brand

Sharpen listening capabilities and build insights & intelligence on issues

• Generate inquiries• Establish customer partnerships• Support NPI launches• Engage commercial workforce

• The environment our company is operating in

• The GE Oil & Gas business imperatives to win in 2016

• The 2015 progress made by Communication

• The feedback from business leaders

• The insights about our key audiences; customers, influencer and employees

5© 2016 General Electric Company

• Increase market awareness• Create/support conditions for growth• Protect license to operate

• Ensure employees understand strategy and how to contribute

• Promote an engaged contemporary workforce

• Streamlined go-to-market brand• Differentiate brand in marketplace

• Deliver audience insights to guide business decision-making

DELIVERY EXCELLENCE

Running an efficient delivery operation

– making sure essential things happen

in time and to budget

e.g. events, digital channels, news,

data/intelligence gathering

BUSINESS PARTNERING

Supporting business with

communications advice in support of

local or department priorities

e.g. it, operations, hr, commercial

STRATEGIC ADVICE

The reputation guardian adding value

to whole business and senior leadership

teams - managing a consistent narrative

about the strategic direction

e.g. the vision, the strategic priorities,

employee value proposition, the brand

promise

DELIVERY

EXCELLENCE

BUSINESS

PARTNERINGSTRATEGIC ADVICE

Defining the right role of communications

Events Defining a consistent narrative

Media relations

Internal news delivery

Digital

Design and AV services

Branding – Planning, design and production

Change communications

Stakeholder management

Government/Reg Affairs

Stakeholder intelligence - gathering Stakeholder intelligence - interpretation

Issues tracking Crisis management

Manager communications Reputation tracking

Email

Intranet/newsletter articles

Notice Boards / Bulletins

Project teams

Training / Workshops

Skip-level meetings

Conferences / Town Hall

Team briefings / Face2Face

Self-managing teams

Discussion groups

Interactive Q&As

Road shows

Interactive media (e.g., movies)

Video Broadcast

Project briefs

TACTICS / TOOLS

Examples

Audience engagement level and tactics triangle

AWARENESS

ACCEPTANCE

COMMITMENT

UNDERSTANDING

What do you want from your audience?

The repertoire

PUSH

PULL

TALK

COMMUNITY

ENGAGE

INTELLIGENCE

• Putting information out there

– whether they want it or not

• A place to find it – at the moment

they’re ready

• Where we can debate

– and test understanding

• Where they feel part of

something

• Where we talk about the things

that make us want to commit

• Where I see how I make

a difference – to my team

and the whole company

Emails, pop ups, web ads, print

magazines, posters, leaflets, line

managers, TV screens, Intranet news

Intranet/SharePoint, online news,

videos, blogs, mobile apps, employee

annual reports, dvds

F2F events, webcasts, TV channels,

Ask the CEO, working groups,

meetings, discussion boards

Social networks, online team spaces,

team events

Print, awards, on-line discussion,

blogging around issues

Surveys, online polls, focus groups,

pulse surveys, feedback to board/staff,

regular team meeting discipline

© Agenda Strategies 2014 – No reproduction without written permission

Influencer NetworkEngaging the community

Which communication engages people in change

Leadership (‘Personal Voice’)

• What leaders do

• What leaders ask

• What leaders say

• Who/what they recognise

• What decisions they make

Formal media (‘Official’ products)

• Intranet

• Newsletters

• Town hall meetings

• Financial statements

Infrastructure

(The ‘Institutional

Voice’)

• Rewards programs

• Company Systems

• Company processes

• Company policies

• Quotas

• Hiring criteria

Source: Towers Perrin and Arceil Leadership Communications

Composed of averages based on 25 years of employee surveys across thousands of organisations

Out of all channels, what leaders say and do accounts for nearly two-thirds of the communication that influences and engages employees in change

62%

6%

32%

Just get five things rightgreat line manager communication boils down to a few basics

do they know it’s

their job?

are they

trained?

who’s

talking to

them?

have they

got the

right

tools?

is anyone

listening?

have they been told to do it?

- in general

- on specific topics

they can’t add value if it is dumped on them without briefing

does it make sense?

do they get materials that actually work with their teams ?

who cares if they don’t do it or gather feedback?

“Open for Business” & “Managers Curriculum”

Digital Industrial… say what?

© 2016 General Electric Company - All rights reserved

THANK YOU!

© 2016 General Electric Company - All rights reserved