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Strategy Projects Change Management Communication

From the head to the heart – taking staff with you: We manage communication, make change an accessible experience and take on the role of active communicator.

Every business development can and must be communicated. This requires an exchange of information among the people involved. We define the issues and manage the flow of information based on the perspectives of strategy and change. We deploy media, campaigns and platforms for dialogue in order to mobilise managers and employees. We deploy staff and design campaigns to make the process (and its progress) visible and real.

Our services in detail:

  • Examining, designing and implementing processes and structures of communication
  • Setting up and managing an issue management system
  • Systemising and developing management communication
  • Designing and applying media and methods for project and change communication
  • Developing media architectures
  • Developing and designing initiatives relating to change, integration and implementation (e.g. for promoting a vision of an objective, a mission statement or a merger)
  • Formulating stories, messages and speeches
  • Creating and implementing ways of communicating HR issues and initiatives (e.g. systems for agreeing targets and for performance assessment, staff appraisal meetings, employer branding or committee work)
  • Conducting training courses in communication
  • Crisis communication and prevention
  • Campaign planning and management (One-stop campaigning)
  • Dialogue management (e.g. about planning and putting on promotional tours and roadshows)

Nominierung beim PR Award 2012

Für die Leistungen im Bereich Kommunikation wurde Stach's bei den PR Awards des Branchenmagazins PR Report als "PR Agenur des Jahres 2012" nominiert.

Auch wenn am Ende das Quäntchen Glück gefehlt hat, fühlen wir uns durch die Nominierung in unserer Arbeit bestätigt.

Weitere Informationen zu den Awards finden Sie hier.



Impetus for the transformation process

"Communication?
It's important but that comes later".

Do communicators add value if they are integrated into strategic decisions at an early stage? On the whole, yes they do - it's all a question of understanding roles and of responsibilities.

Information, communication, marketing:
The three-note chime to get employees mobilised.

There is no question that any transformation process needs to drum up support and allow participation from employees. As we see it, that's the job of our change campaign. It has to withstand a sense of change overload and justifiable scepticism: too many employees have already been led to the mountain tops, or felt that yearning to be by the seaside, or focused on their customers' needs. There is another way.

HR communication – or listen up:
The personnel people have got something to say.

A company is a marketplace for opinions just like anywhere else – whether on the great issues affecting mankind or the right staff photo. What really counts is professionalism, supporting evidence, and the challenge of making it in the “rough and tumble” of everyday business. We communicate HR issues in a credible way and in the context of strategy and change objectives.

From routine communication to change communication:
A staff newspaper is not enough.

The processes involved in business transformation often take place at such a rapid rate and with such intensity that the usual media used for routine internal communication cannot keep up with them. What's needed are temporary formats and platforms, set up to be interactive and operate by their own rules – including the use of 2.0 options. In this way we can bring routine and process communication into line.

Please contact us

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