Managing Comms Dependencies Within Workstreams
- This topic has 3 replies, 4 voices, and was last updated 2 months, 2 weeks ago by
.
-
Posts
-
In your experience, how are you manging comms in an integration program? Specially considering if there is a dedicated Comms Workstream which certain activities may overlap with other Workstream needs (ex: Procurement workstream need to engage with suppliers)?
In a previous company we had a specific internal comms team (that would focus on the employees of our company as well as the acquired company) and an internal comms team that would focus on shareholders, media and customers. I had not realized what a great luxury these teams were until I started work at a company where nobody owned communication, and noone thought about it on behalf of the company as a whole. Communication then became much more dependent on the whim of several leaders, which had varying results based on how awareness of the importance of communication they were.
In my experience, communications in an integration program only work well when other workstreams provide clear and timely impact assessments. A dedicated Comms workstream can craft messages, but they cannot determine what needs to be communicated or to whom without strong input from the people driving the change. When workstreams like Procurement, HR, or Operations don’t surface impacts early, the Comms team ends up guessing, which leads to misalignment or missed stakeholders.
This is why a robust change management function is critical. Change management connects the dots by identifying impacts, defining stakeholder groups, and coordinating training and communications. When change management is strong, communications becomes proactive and targeted. When it is weak, communications becomes reactive and fragmented. In integration work, the quality of communication is only as strong as the quality of impact identification behind it.
Communication only works when workstreams provide clarity. A comms team can draft messages, but without workstream leadership owning the narrative, it falls apart fast. In integration I’ve supported, the model that works for us: one central comms hub + cross functional collaboration + change management discipline. When everyone feed clear inputs into the hub, comms can move quickly, approvals stays clean and the organization gets aligned scheduled messaging. This will only work when leaders own their part.
- You must be logged in to reply to this topic.