Effective Communication During Digital Strategy Rollout

OK Boomer, Gen Z Doesn't Want Your 2000s Change Management Playbook! A leader was puzzled over why their meticulously planned technology rollout was meeting unexpected resistance from newer employees. The communication plan was comprehensive, training well-documented, and leadership aligned. The problem? Their entire change approach was designed for a workforce that no longer exists. 💼 Generation Z Has Entered the Workforce Born between 1997-2012, Gen Z now constitutes over 20% of the workforce. They're not just younger millennials – they're the first true digital natives with fundamentally different expectations for organizational change. The generational shift demands we rethink core OCM practices: ⚡ Communication: From Documents to Micro-Content Traditional Approach: Multi-page email announcements, detailed PDF attachments, formal town halls  Gen Z Expectation: 60-second explainer videos, visual infographics, authentic peer messaging When one bank shifted from traditional change communications to micro-content delivered through multiple channels, engagement rates increased by 64% among Gen Z employees. 🤝 Engagement: From Involvement to Co-Creation Traditional Approach: Change champions appointed to represent teams Gen Z Expectation: Direct participation in design, transparent feedback loops, social proof Gen Z employees are 3x more likely to disengage from changes without visible impact within 30 days. They expect their input to be implemented rapidly and visibly. 🌱 Motivators: From Compliance to Purpose Traditional Approach: Focus on organizational benefits and necessity Gen Z Expectation: Focus on personal impact, societal value, and authentic rationale A financial tech transformation that reframed messaging around customer benefit and social impact saw higher adoption rates among Gen Z than when using traditional business case messages. 🦋 Timeline: From Projects to Continuous Evolution Traditional Approach: Defined projects with clear start/end dates Gen Z Expectation: Agile, iterative changes with regular improvements Gen Z has grown up with software that updates weekly or daily. The concept of a "frozen" system post-implementation makes little sense to them. 📖 Your OCM 2.0 Playbook To evolve your change approach for the next generation: - Replace monolithic communications with multi-format micro-content - Build social proof through peer advocacy, not just leadership messaging - Connect changes to meaningful impact, not just business metrics - Implement feedback visibly and rapidly - Embrace continuous improvement over "project completion" Gen Z isn't resistant to change—they're resistant to change management that feels outdated, inauthentic, or disconnected from their digital reality. Has your organization updated its change approach for Gen Z employees? What generational differences have you observed in change receptivity? #ChangeManagement #GenZ #DigitalTransformation #FutureOfWork #OrganizationalChange

Clear strategy. Solid plan. Adequate resources. Yet your transformation is still struggling. The missing ingredient? Effective communication. I've learned that communication can make or break your change efforts. Here are the critical dos and don'ts that separate success from failure: 1. DO start with why before what DON'T jump straight to implementation details 2. DO tailor messages to different stakeholder groups DON'T use one-size-fits-all communication 3. DO address the "What's in it for me?" question DON'T assume people automatically see personal relevance 4. DO communicate regularly and consistently DON'T go silent during difficult phases 5. DO create two-way dialogue channels DON'T rely solely on top-down messaging 6. DO acknowledge concerns and resistance openly DON'T dismiss or minimize people's fears 7. DO use visual communication tools DON'T depend only on verbal or written messages 8. DO prepare leaders at all levels to communicate effectively DON'T expect executives alone to carry the message 9. DO celebrate early wins and progress DON'T wait until the end to recognize achievements 10. DO communicate honestly about challenges DON'T sugarcoat difficulties or overpromise results Communication isn't just part of change strategy — It IS your change strategy. Which do you find most challenging to implement in your organization?

A newly formed strategy always seems to hold the promise of driving organizational change, moving us someplace better, and delivering more significant results.   Unfortunately, the reality is that most strategies still fall short of their expectations, with critical missteps occurring before any actual work gets done. And it happens in the strategy rollout process.   What gets missed at this process stage is irreplaceable because it forms the foundation for the entire execution management process. Understanding the role execution plays in alleviating the missteps involved in these failures is crucial for leadership teams.   A lack of alignment and clarity within organizations is a major reason strategies fail. This is both an issue of communication and active involvement. George Bernard Shaw captured it best when he stated, "The single biggest problem in communication is the illusion that it has taken place."    Here's how the miscommunication typically begins:   The organization holds a "strategy rollout meeting" with one-way communication and PowerPoint slide decks. Some make it fun with a theatrical-like presentation. The way the strategy gets presented is not the issue.   The issue is where the strategy process for most of the organization stops.   A presentation was made, questions answered, and company leaders walked away, thinking they had effectively communicated it. While they did "tell" the strategy, they completely failed to connect it to their people.    Team members attending these rollout sessions sit and listen attentively; most are curious and interested in the points they can understand. At its conclusion, they clap and think, "That's wonderful. Let us know when we get there."   Not surprisingly, they return to work and continue doing exactly what they’ve always done.   This is where the strategy comes to a screeching halt.   It's what happens next, after the rollout meeting, that lays the groundwork for effectively managing execution. Let's add that critical step.   Each manager and supervisor must meet with their immediate direct reports. These meetings are collaborative, creating an active dialogue about the strategy. Five important steps are accomplished:   1) The strategic initiatives presented by leadership are openly discussed and redefined so their intent is fully understood 2) The team identifies the initiatives they believe they can impact, and they discuss how to do that 3) The initiatives are then rewritten as a team in a common language 4) Goals and metrics are identified  5) Results are documented, and the team's commitment to leadership is made in writing   Ultimately, clarity in communication is achieved. The strategy and plan become known, and everyone is actively engaged.   This is where execution management begins and why leaders must rethink the strategy rollout process.   Don't let your strategy fail before it gets to your people. #ceos #leadership #communication #execution