Change comms: Lessons learned
Over the years, I’ve led communications for a wide range of major change initiatives, including mergers and acquisitions, shared services, restructures, service withdrawals and large-scale business transformations.
I’ve seen first-hand that the success of many change initiatives isn’t just about strategy – how effectively an organisation communicates is just as critical. When communication is unclear, delayed, inconsistent or irrelevant, people fill the gaps themselves – and that’s when trust starts to break down.
I’ve often said that a big part of communications is simply common sense – yet it’s surprising how often common sense can go out the window in the middle of change.
Here are some of the key lessons I’ve learned from working through change in real organisations, with real people and real pressures.
1. Start early — and make sure Comms has a seat at the table
Waiting until the “official announcement” is too late. By then, rumours are already circulating and people have started forming their own narratives.
One of the things I’ve found invaluable is being involved from day one – so make sure your business has its Comms lead, or external communications support, involved from the start. Having a seat at the table means communication is considered alongside decision-making, not bolted on at the end. It allows you to shape the story, anticipate reactions and plan how audiences will experience the change, not just hear about it.
2. Looking beyond “internal” and “external” audiences
One of the most common mistakes I see in change communications is oversimplifying audiences by labelling them simply as internal or external.
That approach will always fall short.
Internally, “staff” are not one homogenous group. Different people experience change in very different ways, depending on their role, seniority, proximity to the change and level of influence. They need to be broken down, for example:
executives and leadership teams
senior management teams
front-line employees who are directly affected by the change
other staff who are impacted indirectly or simply need awareness, and
contractors or temporary staff, where relevant.
Externally, the same applies. Customers, partners, suppliers, regulators and other stakeholders all have different concerns, expectations and information needs.
When audiences aren’t properly broken down, messages tend to become generic – and generic messages rarely answer the question people care about most – “What does this mean for me?” Taking the time to identify and understand each audience group properly allows you to tailor messages, anticipate concerns and communicate in a way that feels relevant rather than broadcast.
3. Make friends with IT (especially during changes that involve other businesses joining)
This one is practical – and essential.
A large proportion of change communications is delivered digitally, which means your ability to reach people quickly is heavily dependent on systems, platforms and access. This becomes especially critical during changes that involve communicating with another organisation, such as acquisitions, mergers or shared services initiatives.
I’ve known people who have worked on acquisitions where it took months (and sometimes even over a year!) to get the new organisation onto shared communication platforms. In the meantime, communications had to be passed on via someone in the acquired business with a request to “share this with their teams”. That approach rarely works. You lose control over timing, consistency and visibility – and you have no real way of knowing whether messages are being received, understood or engaged with.
Even if it’s not your ideal long-term solution, it’s vital to have a temporary arrangement in place so you can communicate directly with new audiences when it matters most. That might mean interim distribution lists, shared tools or agreed access to existing channels. Whatever the solution, work with IT early on to ensure it’s in place ready for when you need it. It can be the difference between timely clarity and avoidable confusion at a critical point in the change.
4. Expect your plan to change — and stay close to how it’s landing
No matter how robust your plan is, it will change. There will be unexpected developments, new questions, delays or things you simply couldn’t plan for.
Continually monitor what’s working, what isn’t and what’s missing. Stay close to feedback, sentiment and engagement. A good change communications plan isn’t static – it evolves as the change unfolds.
5. Use multiple channels — and tailor messages
Using a mix of channels is an obvious one – such as web and intranet updates, emails, newsletters, videos and in-person and virtual briefings – but make sure you use the channels your audiences actually prefer.
Just as important – don’t communicate the same message in the same way to everyone. While there are core messages that need to reach all audiences, there will always be messages specific to certain groups. Tailoring communications keeps them relevant, avoids overload and helps people engage rather than tune out.
6. Focus on timely, consistent and relevant information
People don’t expect you to have all the answers straight away – but they do expect updates that are timely, consistent and relevant to them.
Delays create gaps. Gaps create speculation.
Consistency across messages and channels builds trust, while relevance ensures people actually pay attention. Even small updates can be powerful if they’re clear, honest and audience-focused.
7. Use storytelling, not just facts
Change isn’t just logical – it’s emotional.
People don’t only need timelines and bullet points, they need a narrative they can understand and relate to.
Storytelling helps bring change to life by showing real people, real actions and a clear sense of direction. It helps reduce uncertainty and makes the future feel more tangible and achievable.
Good change stories explain:
Who is involved
What is happening
Why it matters
What the journey looks like over time
When people can see themselves in the story, they’re far more likely to engage with the change.
8. Engage leaders and managers as communicators
Managers are often the most trusted source of information. Equip them with clear messages, FAQs and support so they feel confident having conversations with their teams.
Change communications works best when it’s reinforced consistently through trusted voices, not just central channels.
9. Create a cross-audience sounding board
Setting up a small task group with representatives from different audience groups can be incredibly valuable. These don’t need to be lengthy or formal – even short virtual check-ins can help you test messaging, spot blind spots and understand how communications are landing in the real world.
10. Listen as much as you communicate
Change communication isn’t a one-way exercise – it’s a dialogue.
Build in opportunities for questions, feedback and challenge. When people feel heard, they’re more likely to stay engaged, even when the change is difficult.
11. Celebrate progress
I tried to stick to ten points, but this one just had to be included!
Change can be exhausting. Acknowledge milestones, recognise effort and reinforce progress. Small wins help maintain momentum and remind people that the journey is moving forward.
See communication as an enabler of change
Remember, leading change communications isn’t about pushing messages out – it’s about guiding people through uncertainty with clarity, honesty and empathy. When communication is timely, consistent and relevant – and when it genuinely reflects how people experience change – it becomes one of the strongest enablers of successful transformation.
Make change communications a strategic focus
If your business is about to undergo a major change programme, it’s crucial to dedicate time and focus to communicating effectively. Change communications can’t just be an afterthought or an add-on for an already stretched comms team, nor should it rely on someone outside the function without the right experience. Evoke Marketing can provide the support you need to get it right.
