Internal Communications Consultancy and the Art of Change
Change is the most communication-intensive period any organisation will experience. Whether it's a restructure, a technology rollout, or a cultural transformation, the way leaders communicate during change determines whether people come along or push back. Getting it right is far harder than most leadership teams anticipate.
Key Takeaways
Poor change communication is the leading cause of failed organisational transformations worldwide.
Employees who understand the "why" behind change are significantly more likely to support it.
A dedicated communication strategy for change reduces resistance and accelerates employee adoption.
Timing, sequencing, and channel selection are just as important as message content.
Post-change communication is as critical as the announcement phase for embedding new behaviours.
Why Is Change Communication So Often Mishandled?
Most change management programs underinvest in communication at every stage. Leaders announce change via a single email or town hall, then wonder why employees are confused or resistant three months later. The assumption is that if information was sent, it was received and understood. That's rarely true in practice.
Research from McKinsey found that 70% of organisational transformations fail to achieve their stated goals, and communication failure is consistently cited among the top contributing factors. In Australia, organisations undergoing mergers, digital transformation, or cultural change programs face the same pattern repeatedly.
The challenge isn't just what to say. It's knowing when to say it, through which channels, to which audiences, and how to handle the questions and concerns that emerge along the way. That requires specialist expertise most internal teams don't have the bandwidth or the experience to apply during an already demanding change process.
"Resistance to change is rarely irrational. It's usually a perfectly reasonable response to poor communication. When people don't understand what's changing, why it's changing, or what it means for them personally, resistance is the logical outcome." - Dr. Sarah Chen, Change Psychology Specialist, University of Sydney
How an Internal Communications Consultancy Manages Change Comms
An internal communications consultancy brings a structured, experience-based approach to change communication that in-house teams often struggle to replicate under pressure. The work typically begins before any announcement is made.
A communication audit identifies what employees already know, feel, and believe about the organisation. This baseline is essential. Without it, change communication is built on assumptions, and those assumptions are frequently wrong about what employees need to hear.
From there, the consultancy develops a change communication strategy that maps every audience, every message, every channel, and every timing decision across the lifecycle of the change program. This isn't a one-page plan. It's a living document that adjusts as the change unfolds and as feedback reveals what's landing well and what needs recalibration.
"The organisations that navigate major change most successfully are the ones that treat communication as a program in itself, not a supporting activity. They resource it properly, plan it rigorously, and adapt it in real time." - James Whitford, Head of People Experience, Deloitte Australia
What Does a Change Communication Strategy Really Include?
A well-designed change communication strategy is more than a message schedule. It addresses the emotional journey of change as much as the informational one, which is what separates effective programs from those that inform without inspiring action.
Key components include:
Audience segmentation that recognises different teams are impacted differently and need tailored messages
A narrative that makes the case for change in terms employees find meaningful, not just business-rational
A leadership communication plan that prepares executives and managers to communicate confidently
A questions-and-concerns framework that anticipates resistance and prepares honest, helpful responses
Visual and creative assets that make complex change tangible and memorable for all employee groups
A feedback loop that captures employee sentiment in real time and informs message adjustments
The consultancy also designs what happens after the announcement: the sustained communication drumbeat that keeps employees informed as the change progresses and that celebrates early wins to build momentum and commitment.
How Do You Communicate Redundancy or Restructure Effectively?
Redundancy communication is one of the most sensitive and legally complex challenges in organisational life. The stakes are high for affected employees and for the broader workforce watching how the organisation handles it in practice.
An experienced workplace communications consultancy works alongside legal and HR teams to design communications that are compliant, compassionate, and clear. This means:
Timing announcements to minimise rumour and speculation across the business
Ensuring managers are briefed and prepared before any broader announcement goes out
Providing affected employees with direct, honest, and respectful communication first
Addressing the broader workforce's questions about what the change means for their own roles
Designing post-restructure communications that rebuild psychological safety and engagement
The way an organisation handles its hardest communication moments defines its culture more than any values statement pinned to a wall.
Which Channels Work Best During Organisational Change?
Channel choice during change is not a minor tactical decision. It carries significant symbolic weight in how employees perceive the organisation's level of care and transparency. An email announcing a major restructure signals less genuine care than a live leadership forum with real Q&A.
During change, the most effective channel mix typically includes:
Cascade briefings where leaders communicate directly to their teams before broader announcements
Live Q&A sessions that allow employees to ask questions and receive honest, direct responses
Dedicated intranet hubs or microsites that centralise all change-related information in one place
Manager toolkits that equip frontline leaders to communicate consistently and confidently
Regular brief updates that keep employees informed on progress without overwhelming them
Conclusion
If your organisation is facing a major change and you want to get the communication right, get in touch with Corporate Crayon to discuss how a specialist approach can make the real difference.
Corporate Crayon partners with Australian organisations to design change communication strategies that keep employees informed, reduce resistance, and build the trust needed to carry transformation forward successfully.
FAQ
When should change communication begin in an organisation?
Change communication should begin well before any formal announcement. The pre-announcement phase involves preparing leaders, auditing current employee sentiment, and designing the communication strategy. Many organisations also benefit from early stakeholder engagement that gives key influencers a voice in shaping the change narrative. The general rule is to start communication planning when the change is decided, not when it's ready to announce publicly to all staff.
How long should a change communication program run?
The duration depends on the scale and complexity of the change. A technology rollout might require six to twelve months of sustained communication effort. A cultural transformation program may span two to three years. The common mistake is to treat communication as an event rather than a program. Post-implementation communication is often the most neglected phase, yet it's critical for embedding change and preventing reversion to previous behaviours over time.
Can internal teams manage change communication without external specialist support?
Many internal communications teams are highly capable, but they face two structural challenges during major change. First, they're typically resourced for business-as-usual work, not a surge in complexity. Second, they're inside the organisation, which makes it harder to maintain objectivity and challenge leadership assumptions. An external consultancy brings specialist experience, surge capacity, and the independence to ask difficult questions about messaging that internal teams may find politically challenging to raise.
How do you communicate change to employees who are highly resistant or sceptical?
Reaching resistant employees requires a fundamentally different approach from standard change communication. Broadcast messages rarely shift scepticism. What works is direct engagement: structured listening sessions that give resistant employees a genuine voice, honest acknowledgement of the concerns they raise, and visible evidence that their input is considered in how the change is implemented. Peer-to-peer communication through respected colleagues is often more persuasive than leadership messages for employees who distrust top-down channels.
What role does two-way communication play in a successful change programme?
Two-way communication, where employees can ask questions, raise concerns, and receive honest responses, is one of the strongest predictors of successful change adoption. One-way broadcast communication informs employees but does not build the trust needed for genuine behavioural change. Organisations that design structured feedback mechanisms, live Q&A sessions, and manager dialogue into their change programme see adoption rates significantly higher than those that rely on announcement-only communication. Listening is not a soft addition to change communication. It is central to its effectiveness.
