Change starts from within: The importance of good internal communication in achieving digital transformation
When an organisation starts planning to introduce a new CRM system or develop a new website, everyone’s natural reaction is to immediately look outside the organisation to identify the right supplier, choose the right platform, and ensure the functionality is what is needed. These are important — but they are only a part of the picture.
Experience tells that the biggest factor in the success (or failure) of a digital project isn’t in the technology. It’s in the communication. Not just with your suppliers — but, almost more importantly, internally with your own team.
If your staff aren’t well informed and clear on the vision and departments are working at cross-purposes, and no one is quite sure what the project is actually about, then even the best technology won’t come anywhere close to delivering the results you need.
Let’s have a look at what strong internal communication looks like — and what happens when it’s missing.
1. Make the case clearly (and often)
Staff need to understand exactly why change is happening. A new CRM or website might seem to them like a huge expense and a disruption to day-to-day work — particularly if people have got used to using the current systems for years.
So, the Senior leadership team really needs to get the message over as to:
- What the project is aiming to improve
- How it will benefit members
- How it will make the staff’s lives easier
An announcement or a PowerPoint presentation won’t be enough. This is something that needs to be repeated, reinforced, and tweaked all the way through the project. When people feel they are part of the story, they’re much more likely to be engaged.
2 You can’t just assume everyone knows what’s going on
It's easy assume that everyone understands the project because it has been mentioned it in a meeting or two.
In a busy organisation information doesn’t always percolate as well as it might. What’s clear at a senior level may not have reached everyone at department level. Or worse it hasn’t been properly disseminated and has turned into a whisper and been misinterpreted.
We would suggest developing a short communication plan:
- With regular updates (no jargon, just what’s happening and why it matters)
- Allowing departments to contribute and ask questions
- Opening a clear channel for sharing concerns or suggestions
3. It is important to get the right people on board early
If key departments aren’t consulted until later in the process, they may resist changes because they will feel as if they are being imposed on them. Or there is the possibility that at a later stage they may raise important issues that haven’t been previously considered which will set the project back.
It is important to involve people early. Not everyone needs to be in every meeting, but key roles — like membership, events, finance and communications — should be given their voice at the requirements stage. This builds a sense of ownership and allows potential issues to surface before they turn into an unexpected cost.
4. Handle uncertainty with honesty
Digital projects bring uncertainty and can raise all sorts of questions. What will change? What won’t? Will job roles be affected?
Staff are more likely to be on board with the project if they feel trusted and honest information is shared with them. If there are unknowns, say so. If you’re still finalising supplier options or budgets, share these timelines for decisions.
Clarity builds strong teams and confidence. Silence creates nothing but insecurity.
5. Lead from the top
It is imperative that the tone is set at the top. If the CEO and senior leaders speak confidently about the project, support staff involvement, and are engaged throughout, it sends a powerful message that matters.
Equally, if it’s handed off entirely to IT or treated as “just another project”, that message is heard too.
One final thought
Before focussing on platforms, timelines or budgets — Take a step back and take a good look at your organisation. Is your team informed, completely aligned and on board?
The real building blocks of your next digital project aren’t in the software; they are in the hands of people you work with.
Ben Sturt is Managing Director of Chrysalis Digital, and has worked closely with Membership organisations for over 20 years, spanning many sub-verticals within this field, leading and supporting on digital transformations for many membership organisations.
With this wealth of experience he launched Chrysalis Digital in 2015, drawing upon the deep understanding and unique challenges within membership organisations. Ben creates and leads digital strategy transformations enabling membership organisations to achieve successful digital outcomes.
Ben will be leading the deepdive session "Building Your Capacity for Succesful Digital Projects" at the Associations UK Congress on 8 December.
