Vinsamlegast notið þetta auðkenni þegar þið vitnið til verksins eða tengið í það: http://hdl.handle.net/1946/33535
Strategic programs organized to implement transformational changes are highly complex and employees are often unclear on the reasons for change. The challenge for organizational leaders is to formulate and communicate the right messaging for all levels in the organization and to communicate it so that the urgency for change is understood across all levels in order to get buy-in and support for the transformation.
The aim of this study was to: (1) Investigate proven methodologies and best practice for translating and communicating the message for the transformation’s vision and strategy. (2) Investigate methods used in a global Icelandic company to translate and communicate the change vision and strategy.
The paper gives an overview of lessons learned as to why these strategic programs fail and provides recommendations for improvement. It also gives an overview of models which can be applied for this purpose and a new view of how the models can be used in a strategic communication plan.