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WELCOME to MODERNSTRATEGICHOLISTIC INTERNAL COMMUNICATIONS a New Model for Engaging the 3 Brains of Your Company

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WELCOME to MODERNSTRATEGICHOLISTIC INTERNAL COMMUNICATIONS a New Model for Engaging the 3 Brains of Your Company WELCOME TO HOLISTIC INTERNAL COMMUNICATIONS A new model for engaging the 3 brains of your company WHY INTERNAL COMMUNICATIONS? Three main reasons: CLEAR DIRECTIONS. SHARED PURPOSE. DESIRED ACTIONS. Companies can Building and Employees will do succeed only if they sustaining a strong their best to improve provide clear goals, internal culture are themselves and the which are clearly a necessity for all company when they communicated. modern companies. are properly motivated. NO/POOR INTERNAL COMMUNICATIONS CAN LEAD TO… COORDINATION PROBLEMS since different business units and departments do not have a roadmap and do not feel the reasons to cooperate closely with each other. CONFLICTS, INTERNAL AND EXTERNAL since the absence of belongingness and of shared purpose creates a counter- productive culture and a negative internal atmosphere. CASUALTIES since valued colleagues, partners and the worst of all, customers will leave the company for the competition. WE OFFER A HOLISTIC SOLUTION Our approach Many companies consider Internal Communications as a collection of tools such as announcements, internal portals, newsletters, parties and team-buildings. Although all these are useful, Internal Communications can provide huge benefits to your company ONLY if it is done strategically and holistically. OUR INTERNAL COMMUNICATIONS METHODOLOGY Four steps for success INTRODUCTION Introducing to the key functions of the company responsible for improving Internal Communications the 3 brains model and the general principles of our work. RESEARCH Conducting the research includes preparations, such as adjusting the questionnaire/interview to the company’s needs, conducting pilot studies and announcing the research through an internal campaign. Then, the research itself is conducted, and the collected data are analyzed. STRATEGY Firstly, we present the key insights to the management. Accordingly, we suggest a strategy and activities implementation plan that offer solutions for the identified IC gaps in the company. IMPLEMENTATION The company implements the agreed activities with DNA consultancy, guidance and provided ongoing solutions. WHY ARE WE DIFFERENT? Because we use all three brains of your company Neurology and the study of the brain has led to new insights of how our brains work. Thoughts, emotions and behavioral patterns are different functions of the brain that modern companies can now detect and target. WHY ARE WE DIFFERENT? Because we use all three brains of your company Thinking, feeling and doing …play important and different roles within companies. The big advantage of using all three brains is that we provide the right message through the right tool for each brain… so we do not waste time or resources. New, THINKING BRAIN (cognitive) Mid, EMOTIONAL BRAIN (relational) Old, ACTION BRAIN (sensory/motor, instincts) OUR RESEARCH What we will EXAMINE What your employees FEEL? (current emotional state in the company and employee satisfaction) What your employees DO? (participation and models of behavior) What your employees THINK? (information on key matters, knowing and understanding of roles and procedures and possibilities for advancement) How do the employees see the Internal Communications? WELCOME TO RESEARCH OBJECTIVES How informed are they about the company, A. THINK including wider and imediate surounding How informed are they about possibilities for RESEARCH OBJECTIVES professional growth within the company Understanding of roles and procedures Assesment of the emotional state in the B. FEEL company Research of the employee satisfaction RESEARCH OBJECTIVES Identification of the key emotions Identification of the present behaviors C. DO Testing of the application of the regular systems of development, advancement and rewarding of RESEARCH OBJECTIVES the employees Assesment of participation (current and future) in employee programs IC and Specific questions Assesment of current status and specifics of IC, D. including needs, sources and tools. Review of RESEARCH OBJECTIVES specific questions Final goal BRAND AMBASSADORS What will the results tell us? THINK FEEL DO WHAT IF... What if... THINK scores low? THINK FEEL DO IT MEANS THAT THE EMPLOYEES ARE... Misguided Unconscious Not interested Unfamiliar Uninformed Confused What if... FEEL scores low? THINK FEEL DO IT MEANS THE EMPLOYEES ARE... Reluctant Distant Shy Unconcerned Indifferent Not Stale motivated ...etc. Remote Far Unmoved What if... DO scores low? THINK FEEL DO IT MEANS THE EMPLOYEES ARE NOT... Based on the results, we propose implementation of SPECIFIC ACTIVITIES... RESULTS Through the three brain approach we achieve: • Increased efficiency and productivity • Higher employee satisfaction and retention • Faster and more accurate decision-making • Proactive and engaging employee behavior • Better coordination and understanding between units and departments • Conflict avoidance and quick resolution • Open, positive and empowering corporate culture OUR EXPERIENCE IN TFD MODEL IMPLEMENTATION During the previous 2 years we successfully introduced the THINK FEEl DO Internal Communications model, through research and implementations of strategies in many market leading companies, to name just a few: Delta Holding, Banca Intesa, IKEA, Nelt, Opportunity Bank etc. We are especially proud of GOLDEN UEPS AWARD we won for Internal Communications strategy implementation in Nelt. Industry: Distribution and Retail Description: A leading company with operations in the whole region, employing more than 1000 people, asked us to become their strategic partner in Internal Communications. Process: First, we implemented the research with a well-executed campaign that managed to engage employees in high numbers (900 people replied). Second, the detailed analysis indicated specific challenges that need to be addressed such as the ‘Silo Effect’. Third, the strategy and activity plan was devised with active participation from various departments (corp. comms, HR and quality assurance). Progress: Implementation is developing according to an annual plan in which DNA has continuous involvement. Results: Early feedback indicates a strong move towards a more desired internal culture and a positive CASE STUDY 1 change on people’s beliefs, attitudes and behavior. How is the model implemented? CASE STUDY 2 Industry: Banking Description: A major player in the Serbian financial How is the model sector, with more than 3000 employee, has approached us with the request to help them structure better their implemented? Internal Communications. Process: Research was done in two ways, an online survey for all employees and personal interviews with the top management. Insights indicated interesting gaps between the two groups as well as various key issues that needed to be resolved. For every issue separate objectives, activity plan and feedback mechanisms were suggested to the client. Progress: We delivered a one-day workshop to the top management for presenting and discussing both the research insights and the activity plan, in order to build consensus. Results: The research, the plan and the workshop were instrumental in creating an in-depth understanding within top management of the current situation and how it can be improved in practice. CONTACT US For a personal presentation of the DNA Internal Communications methodology feel free to email or call us by using the contact details below. We will be happy to meet you and discuss how to take your Internal Communications to the next level! DNA Communications Baba Višnjina 20/I, 11000 Beograd +381 11 41 40 790, 41 40 791 [email protected], www.dna.rs was founded at the end of 2012, as a result of merging of two agencies: Gistro Advertising, a full service agency operating on the domestic market since 2001, and the agency Touchpoint, providing strategic marketing consulting, on the Serbian market since 2011. The goal of this fusion was creating a new agency model, which will unite the creative and strategic approach to offer services with a new, fresh, strategic principle. We created a full service agency that provides tailor made solutions in the areas of branding, advertising, digital communications, event marketing, PR, … internal communications SOME OF OUR CLIENTS FULL CLIENT LIST • ALEVA • GT RADIAL • MINISTARSTVO ZDRAVLJA VLADE • SAVA OSIGURANJE • ALLIANCE TO SAVE ENERGY • HANKOOK REPUBLIKE SRBIJE • SEZAMPRO • AVALA ADA • HOLCIM SRBIJA • MONDO WAP-PORTAL • SINTELON • AGROŽIV • HYPO ALPE ADRIA BANK • NAI ATRIUM • SKUPŠTINA OPŠTINE VRAČAR • ATRIUM BELGRADE OFFICES • IOM - MEĐUNARODNA ORGANIZACIJA • NELT • ŠKODA AUTO • BIRO ZA KOMUNIKACIJE VLADE ZA MIGRACIJE • NESTLE • STERLING REPUBLIKE SRBIJE • IKEA • NEZAVISNO UDRUŽENJE NOVINARA • STIHL • BLUEHOUSE • IMMORENT ERSTE GROUP SRBIJE (NUNS) • TARKETT • BOBAR BANKA • IN HOTEL • NU BOŽIDAR ADŽIJA • TEEKANNE • BS PROCESOR • JIL SANDER (PARFUMES) • ORION TELEKOM • TELENOR • CA IMMO • KELENA • PACO RABANNE (PARFUMES) • THE UNIVERSITY OF SHEFFILED • CARPETLAND • KEMPINSKI • PIRELLI • TOMA'S & RAY CO • CARPETLAND EXCLUSIVE • KK CRVENA ZVEZDA • PLAZA CENTERS • TOYOTA CENTAR BEOGRAD • DECCO INTERNATIONAL • KANCELARIJA ZA MLADE GRADA • PLUTO CAPITAL • WINER STADTISCHE • DEUS SYSTEM BEOGRADA • POSTPESIMISTI BEOGRADA • WIRELESS MEDIA • DRŽAVNA LUTRIJA SRBIJE • KRAGUJEVAC PLAZA • PROCREDIT BANK • USAID, OFFICE IN SERBIA AND • DRUŠTVO ZA PODIZANJE HRAMA • LANCASTER MONACO • PROCREDIT HOLDING MONTENEGRO SVETOG SAVE • MAXERS • PROCREDIT LEASING • UŠĆE SHOPPING CENTERE • DURST, AUSTRIA • MEDIAWORKS • RAUCH • VERANO MOTORS • ENIA D.O.O.
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