Another company was handling the physical re-branding process (logos, signage, web sites and addresses, livery, stationery etc) so it was critical that whatever we developed for the internal communication of the new brand dovetailed with their work. With company sites in multiple locations, and a mix of internal and external audiences, this was a complex task.
Talking to staff in Holland and the UK, we identified some important insights into the perception of Tata. This process also meant we could establish baselines against which we could measure the impact of communication. There was a hunger for more information on the Indian parent and a willingness to learn more amongst staff. But at the same time, as is so often the case, people wanted to hear from local and senior managers about future plans and to see them living up to the values that were being talked about.