Change and communication

Dejonckheere emphasises the importance of clear communication during a time of change, both within an organisation and towards the outside world. He says, “Of course, when you initiate a clear change process, some internal challenges come up. You need to create a coalition of people that are relevant, and who understand that change is necessary - or at least that change has been decided upon. Communication throughout the process is key. The communication and the stakes should be clear to the full organisation.”

“In the middle of the project, we made some important decisions, so we invited the full firm - all our offices, all at once - to one auditorium. We presented them with the same material as was presented to the board. Everyone was aware of the same information. There’s no room for politics in the process.”

Gimv Enjoys Change

“Some people came to understand that even if they, personally, were open to the change, it would imply that their team would be disappearing, changing or merging. There is no other way. This cannot be discussed. Strategy can be discussed, but then the organisation has to follow.”

“Throughout the process, we communicated in phases, not only internally but also externally. Communication was key. Each time, we had the internal dynamics that led to a decision. We communicated to the outside, but we also explained. We made small booklets and information sessions to the market and the main shareholders. We were saying what we were doing, but also we were doing what we were saying.”

“By demonstrating that very transparently, we were able to make people understand what we did and gain support internally and externally. People need to understand what you do. You have to take responsibility.”

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Change and communication

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Equis Association of MBAs AACSB Financial Times Economist Intelligence Unit