The goal is less risk, not more communication

Challenge:

We critically reviewed the existing positioning, analyzed what different audiences expected, and clarified the relationship between business strategy, brand promise, and specific services. Together with the client, we developed core strategic messages and positioning options that sharpened its purpose and provided a sound foundation for communications, brand development, and business growth. We also developed a communications model for its two-person leadership team, with clear roles and topic ownership.

Outcome:

Individual messages became a consistent framework connecting business strategy, brand promise, and services. This strengthened competitive differentiation and built trust internally among employees and executives and externally among customers and partners.

Challenge:

We support strategic communications on digital sovereignty and the responsible use of artificial intelligence in education. The aim is to bring different groups together through communications, from political decision-makers and associations to schools, teachers, parents, and the public, and develop a shared narrative about the future.

Outcome:

The work focuses on how trust in new technologies develops through transparency, accessible communications, and tangible opportunities for children and young people. It also shows how collaboration among the German states is a strength of the federal system.

Ongoing engagement

Challenge:

Our role was to support the project’s communications and develop a shared narrative for its different stakeholders. The engagement covered strategic communications consulting, positioning the core messages, planning and delivering communications for the opening, and designing and supporting a high-level dialogue about the future with ministerial-level political representatives and business leaders.

Outcome:

Beyond the region, the project was seen as more than an investment in a new site. It also became a visible commitment to innovation, sustainability, and industrial value creation in Germany. Early stakeholder involvement and consistent communications built trust in the strategic shift and strong acceptance of the project among the public and, especially, employees.

Challenge:

We analyzed and assessed internal reputational risks in advance, including employees’ loss of trust in management, declining productivity, and the departure of key staff, then developed communications to address them. We did the same for external risks: negative news coverage, social media campaigns, political criticism, reputational damage among customers, pressure on the employer brand, and criticism from investors or stakeholders focused on ESG issues. A comprehensive communications plan covered every audience, scenario, and measure over approximately a year and was implemented with the client.

Outcome:

Our restructuring communications were grounded in transparency, respect, and responsibility. The reasons for the closure were explained clearly and supported by business facts. Specific support measures and the approach to the social plan were communicated clearly and promptly at employee meetings, town halls, and press conferences. Professional communications helped contain social media campaigns and foreseeable negative narratives and avoid more extensive reputational damage.

Ongoing engagement