The situation
More than 60,000 employees across numerous countries, dozens of stakeholders requesting communications, and an inbox every initiative wanted a piece of. Without a shared framework, every trade-off became a negotiation.
What I did
Every year I wrote the division's internal communications plan: one page for leadership (mission, objectives, principles), a detailed plan for country teams. Of the principles, only one was truly hard to hold: protect employees' attention, so send less. In 2025 the organisation was in place; I rebuilt the method to move from announcing to mobilising.
What it produced
A reference document for trade-offs, shared by leadership and the countries.
What I took from itWhile an organisation is still taking shape, you announce. Once it's in place, you mobilise. The plan has to change in nature, not just in dates.