Centralizing the communications function
We helped an esteemed Ivy League college reimagine its approach to communications.
The current model was out of step with the changing landscape.
The board president imagined a future state in which the various schools and departments were more coordinated. And more able to use their strong brand to attract the right kind of attention. With this vision in mind, she introduced us to the VP in charge of the central communications team.
No gravitational centre
Tasked with defining the new approach, we started by mapping the landscape of external communications. We found a highly decentralized communications structure in which departments and schools largely operated independently from one another.
The result was a chaotic and confusing series of external messages that sometimes contradicted one another. The brand story—though innately strong—was often being undermined rather than reinforced.
Digging deeper
Our next objective was to understand the root cause of all of this disconnection. And dig deeper into some pressing questions:
What functional aspects of the communications ecosystem were exacerbating the core issue?
Where was more coordination and unification most clearly needed?
When was a more independent approach to communications justified, or even required?
Seeking clarity
To answer these questions, we met with the communications teams from each school and department. We audited all of their materials and dug into their current processes and ways of working. And we worked with executive and board leadership to clarify the college’s communications goals.
A new vision
All of this led to a new vision for the communications function. One in which the central team took on an enhanced role, adding new capabilities and strengthening others. The new vision was supported by new ways of working and a new team structure.
Helping change take root
To support the roll out of these changes we developed a detailed change plan that included key messages and storytelling assets. And supported the VP in charge of the central communications departments by writing new role descriptions and providing ad hoc coaching as new challenges emerged.