Case study · Internal communications strategy

A strategy colleagues could actually repeat

How we launched a new strategy for The Co-operative Bank and brought colleagues along with it, turning an extensive executive briefing into something people could hold on to.

Client
The Co-operative Bank
Service
Comms strategy
Reach
600 colleagues
Sector
Financial services
The challenge

A strategy only works when people can see their part in it

The Co-operative Bank recognised that launching its new strategy needed more than simply publishing it. Colleagues needed to understand the direction, remember it and, most importantly, see where they fitted into it.

The Co-operative Bank knew this began with effective internal communication rather than another all-staff email, and asked us to bring their strategy cascade to life across a range of channels.

The raw material was an extensive executive briefing: accurate and thorough by design, but needing a simpler colleague-facing story alongside it.

A strategy that lived in an executive briefing
No simple way for colleagues to see their part
One cascade, many channels to coordinate
Leaders needing words they could actually say
The brief

Make it simple, and make it memorable

Distil a complex strategy into something colleagues could buy into, then get it in front of them through every channel the bank had.

Give the leadership team language they could use out loud, and give colleagues something they could act on rather than admire.

Bring the cascade to life rather than announcing it.

What we did

We made it small enough to remember

01

Pitched the creative routes

We presented the leadership team with creative ideas to turn a complex strategy into a simple, memorable plan for colleagues to buy into.

02

Distilled it to four strands

The chosen route reduced the executive briefing to four: Rebuild, Reduce, Revitalise and Reinforce.

03

Explained the thinking

A detailed presentation set out what sat underneath each strand, so the four words had substance behind them.

04

Took it on the road

Four roadshows delivered to 600 colleagues, alongside intranet campaigns, email cascades and commitment cards, all working to the same message.

05

Wrote for the leaders

Leadership speechwriting, so the people delivering the strategy sounded like themselves rather than the slide.

The outcome

Four strands, four words people remembered

Strand 1
Rebuild
Strand 2
Reduce
Strand 3
Revitalise
Strand 4
Reinforce
Benefits

The results

100%
of attendees agreed they understood the Distribution strategy
4.51
out of 5 average experience score for the day
600
colleagues attended across four roadshows
£5k
cost saving achieved against the original plan
98%
understand how I can contribute to the strategy
97%
the management team is focussed on meeting customers' needs
92%
we are working together on customer experience across the Bank
90%
the strategy is already having a positive impact
What colleagues said

In their words

“I understand how I can contribute to the Distribution strategy.”
98% of the 600 colleagues who attended agreed. Post-roadshow survey, The Co-operative Bank
The service behind this

Internal Comms Strategy

The plan that connects what the business needs to what your people hear, read and do.

See the service

Got a strategy people need to understand, not just receive?

Fifteen minutes, free, no pitch deck. If we are not right for you, we will say so and point you somewhere better.

Paul Heaton, founder of The Comms Guru