Making the Connections: Using Internal Communication to Turn Strategy Into ActionAnnotation Employees often find fatal disconnects between their organization's business strategy and its communication strategythere's no clear link between the information that is sent to them and what they're supposed to understand from it. The role of internal communication, writes Quirke (a UK-based consultant), is "to illuminate the connections between different pieces of information, to shine a light on the web of interdependencies ... to provide the information to do the job, but [also] to paint the bigger picture and tell the fuller story that puts the information into context." His book helps managers understand what a successful business needs from its people, what gets in the way, and the role of communication in helping bridge the gap. Annotation c. Book News, Inc., Portland, OR (booknews.com). |
Contents
Improving internal communication | 21 |
Creating differentiation | 37 |
Restructuring and rewiring | 67 |
Networking knowledge | 95 |
Making change happen | 123 |
Communicating projects campaigns | 151 |
The management of communication | 175 |
Repositioning the role of the internal | 195 |
Information into interaction | 225 |
Measuring impact | 249 |
| 275 | |
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Common terms and phrases
achieve add value agenda air traffic control approach audiences become best practice exchange better Body Shop brand values business strategy business units cation cent chapter clear communication channels communication department communication plan company's competitive context core corporate centre culture decentralized deliver differentiation discussion distribution effective efficiency employees employer brand ensure example face-to-face communication feedback feel focus focused global Hewlett Packard identify impact important improve increase individual initiative innovation interaction internal communication intranet investment involved issues key messages knowledge management leaders leadership marketing matrix means measurement munication network knowledge organization's organizations need outcome portfolio priorities problems professional redefines reduce relationship relevant requires responsibilities restructuring role Rover Rover Group senior management share shift skills specific staff structure success supply chain supply chain management survey target Tesco three-letter acronyms understanding wider