Change Communication Agency | Three pillars to success!
Shaping Change
through Communication
shaping tomorrow
Change is the new normal. From restructuring and expansion to strategic realignment, we guide you through fast-paced innovation cycles and transformation processes with experience, empathy, and analytical clarity.
shaping tomorrow
Change is the new normal. From restructuring and expansion to strategic realignment, we guide you through fast-paced innovation cycles and transformation processes with experience, empathy, and analytical clarity.
Explore our areas of practice and services:
We bring together strategic expertise, communication excellence, and psychological insight – crafting strategies that drive change and generate lasting impact, from individual leaders and employees to teams and the broader audience.
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Restructurings and Reorganizations
Communication strategies for restructuring, transformations, turnaround programs, or workforce reductions. -
Digitalization and Innovation Projects
We enable people to embrace new technologies, agile methods, or AI initiatives and recognize opportunities. -
Strategy Implementation
We translate visions, business models, or transformations into clear messages and communication programs. -
Culture Development and Values Work
Development and communication of mission statements, core values, and leadership principles. -
Expansions and Market Entries
We engage employees for growth or new business models and build acceptance among customers and partners. -
Mergers and Acquisitions
Communication and culture development for M&A processes, joint ventures, and mergers.
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„In any transformation, effective communication is key to making it succeed and keep people's trust. Change communication fosters understanding, reinforces meaning, and creates room for future development.“Tina Hunstein-Glasl
Consulting
Change Communication Program
Every change goes through phases — from resistance and denial, to exploration and acceptance, and finally to active shaping. What matters is how this energy is harnessed and guided.
This is exactly where communication comes in. It provides orientation, credibility, and space for dialogue and participation. We combine strategic thinking with practical implementation, supporting organizations from the initial impulse to the sustainable embedding of change programs.
We cover the full spectrum – from one-on-one advisory for individual leaders to comprehensive, large-scale communication campaigns.
Change is made clear and inspires action.
- Consulting and operational support for change and transformation processes
- Analysis and reflection tools for mapping the “mood landscape” within the organization
- Development of a communication strategy that makes change understandable
- Stakeholder analysis and audience mapping: who needs which information, and when?
- Development of a change story as a guiding thread for all messages and formats
- Definition of key messages and narratives that provide reassurance
- Planning of channels, formats, and dialogue spaces to achieve an effective mix of information, communication, and participation
- Roadmap for the entire change communication process — from kick-off to process communication
- Measurement and evaluation to ensure communication delivers impact
Consulting
Leadership Communication
Change starts at the top – and its success hinges on the credibility of leadership. Leaders are the most important multipliers, role models, and drivers of change. They provide direction, demonstrate commitment, and are often the first to need answers.
Especially in transformation processes, cascading communication determines success: messages clearly and consistently conveyed from the top only have an impact if they come to life at the next level. This creates orientation, confidence, and a sense of being part of the change.
We support leaders on two levels: with programs for the entire leadership cascade and with individual guidance – from coaching to training for presentations or difficult conversations.
Leadership communication that is effective, compelling, and actively supports successful change.
- Leadership programs and training in times of change
- Design and implementation of programs for the entire leadership cascade
- Development of key messages, talking points, and Q&A materials
- Tools and guides that enable multipliers at all levels to act effectively
- Sparring and coaching for leaders in challenging change situations
- Training for impactful presentations in meetings, townhalls, or videos
- Support for difficult conversations with employees and teams
- Facilitation and support of leadership dialogues
- Training for flawless live appearances (e.g., speeches, presentations, press conferences)
Consulting
Internal Communication and
Corporate Strategy
Strategic internal communication is the key to embedding corporate strategy and culture sustainably. It makes the company’s goals understandable to all employees and creates a shared understanding of direction and priorities — especially during times of change.
We support responsible leaders in leveraging internal communication as a true value driver: from developing a tailored communication strategy and selecting effective channels and formats to actively engaging all employees.
Strategic internal communication works both bottom-up and top-down – it provides orientation, builds trust, and makes corporate objectives tangible and experiential. The result is a vibrant corporate culture and an innovation-friendly environment that strengthens your organization sustainably.
A thriving corporate culture, tangible employee engagement, and demonstrable business success that drives your organization forward in times of change.
- Strategy Communication: Translating corporate strategy into communication campaigns
- Leadership Communication: Coaching, training, briefings, and leadership programs
- Development of Master Stories, Key Messages, and Narratives
- Concept and creation of corporate storytelling campaigns
- Planning internal communication campaigns (townhalls, all-hands meetings, workshops, videos, etc.)
- Development of culture decks, mission statements, and values communication
Key Insights
Crisis PR in Practice: Strategic Guidance for Communication Professionals, Decision-Makers, and Leaders
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Successful change and effective change communication are based on seven key success factors. Read on to learn more about our approach and the success factors.
Best User – always diving deeper.
Seven key success factors of change communication
First, you need a clear vision and goal that provides orientation and motivation.
Second, open, transparent, and regular communication is important to ensure that everyone involved is informed and involved.
Third, all messages must be communicated consistently and credibly across different channels in order to build trust.
Fourth, the active involvement of employees is crucial, for example through dialogue formats, participation, and feedback opportunities.
Fifth, leadership has a central role to play: it must exemplify change, provide guidance, and be visible as a point of contact.
Sixth, emotions, concerns, and resistance should be taken seriously and addressed in a targeted manner.
Seventh, continuous measurement of impact, adjustment of measures, and communication of successes are part of the process. This creates acceptance, participation, and sustainable corporate success in change.
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Managers are the key success factor in any change process – both as architects of change and as communicators and role models for their teams. Their importance stems from their unique position of trust: in uncertain times, employees look to their direct supervisors for guidance. Managers provide meaning and direction, take concerns seriously, and form a bridge between top management and the team.
For managers, this means that they can only become the real driving force behind the change process if they are specifically empowered, continuously informed, and supported as individuals in the change process. This can only be achieved through intensive communication on an equal footing, systematic training, and the provision of appropriate tools – always in line with the seven success factors for change and change communication: meaning & vision, continuous information, consistency, involvement, role modeling, dealing with emotions, and continuous measurement and adjustment.
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Managers become the real driving force behind the change process when they are specifically empowered, continuously informed, and supported as individuals in the change process. Two roles are essential: the communicator role and the leadership role. Read more about both roles now.
Communicator role
Managers are the main communicators of change messages and are in daily dialogue with their employees. They must be able to clearly explain the meaning and vision, provide open and regular information, and address questions, concerns, and resistance with empathy and credibility. To do this, they need:
Early involvement in change planning so that they truly understand the background and arguments.
Concrete communication guidelines, FAQ lists, and argumentation support so that they can respond confidently to critical questions.
Tried-and-tested formats such as briefings, workshops, and collegial exchanges in which uncertainties and real-life case studies are discussed.
Tools and templates for various communication channels so that messages are clear, consistent, and tailored to the target audience.
Leadership role
Change cannot be achieved through communication alone. Managers are called upon to actively exemplify change, provide guidance, and lead by example:
They build trust by transparently identifying opportunities and risks and being open about mistakes and uncertainties.
They actively seek feedback, encourage participation, and enable employees to have a say in the implementation.
They recognize emotions in the team at an early stage, address them, and offer support in cases of fear, frustration, or resistance.
Change programs must give them opportunities to further develop their own leadership skills, try out new tools, and strengthen their ability to deal with uncertainty. This is where leadership training and coaching come in.
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There are various models and methods that serve as valuable analysis and reflection tools: They help to read the "mood map" in the company, identify communication needs, and react proactively to dynamics in change – especially on an emotional level. Efficient change communication uses these models as a basis for diagnosis and planning in order to align not only content, but also attitude and timing in a targeted manner.
Claes Janssen's "House of Change" model describes the emotional phases that people go through in change processes: from satisfaction to rejection and confusion to acceptance and renewal. This model highlights typical emotional reactions and enables them to be addressed in a targeted manner during change – for example, by providing information during the denial phase or through dialogue formats to deal with uncertainty constructively.
The Kübler-Ross change curve works in a very similar way: it illustrates how those affected move from initial shock to rejection and resistance and finally to acceptance and integration of a new situation. For change communication, this means providing empathetic support at all times and, depending on the phase, providing new communication impulses such as support, encouragement, or clarity.
Other models, such as Lewin's three-phase model, John Kotter's eight-step model, or the ADKAR model, understand change as a systematic process and structure change processes into clearly defined stages. They provide managers with a good orientation as to which communication messages and measures are particularly useful at which point in time – for example, to create urgency and willingness to change, to make quick wins visible, or to actively communicate and acknowledge progress achieved.
Tools such as culture mapping and Lewin's force field analysis round off the repertoire of methods. They capture cultural or systemic factors within the company, reveal promoting and hindering forces, and thus help to analyze acceptance in a targeted manner and identify key topics for change communication. All these models and methods ensure that change processes are accompanied in a holistic, emotionally intelligent, and targeted manner – and that communication responds to the real needs of the organization and its people.
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Change communication is strategically planned by first precisely analyzing the initial situation, goals, and target groups. The first step is to take stock: What changes are coming, who is affected, and what attitudes and emotions exist within the company? Analysis tools such as stakeholder analysis, force field analysis, or culture mapping help to identify needs, challenges, and potential resistance at an early stage.
Best User – always diving deeper.
The next step is to derive specific communication goals – such as creating understanding, promoting acceptance, or strengthening willingness to change. This is followed by the development of a differentiated communication strategy in which the core messages, measures, channels, and responsibilities are defined. Tailored content, formats, and dialogue options are developed for each target group, which are consistent across all channels.
In the implementation phase, communication measures such as kick-off events, intranet campaigns, town hall meetings, management training, dialogue formats, or feedback tools are used. It is important to design communication as an ongoing process: continuous updates, empathetic support from managers, and the opportunity for questions and participation ensure transparency and credibility.
Success is monitored through regular impact assessments – for example, via feedback loops, pulse surveys, or analysis of engagement data. Findings are used to flexibly adapt the strategy and continuously optimize communication. In this way, change communication is not merely reactive, but develops into a key control variable in the change process.
Overview: Effective change communication follows a clear process:
Analysis: Starting point, target groups, communication needs, potential resistance.
Define goals and messages: What should who know, feel, do?
Plan measures: formats, channels, responsibilities, timeline.
Involve managers: briefings, training, toolkits.
Implementation & dialogue: Continuous communication with room for feedback.
Process communication: Dialogue-oriented support throughout the change process.