Manage the Merger with a
Great Communications Strategy
We’re currently helping one of our South African clients through the merger process (sorry…can’t disclose the details!). The merger will be great for improving efficiency, but we realized that a solid communications plan was essential for this transition to run smoothly. Our approach was to structure an appropriate strategy for individual stakeholder groups who needed to be informed of the merger. We asked the following questions:
- Who: From whom should the message come? For example, we’ll likely hire a PR firm to handle communications to the general public. But, we feel it’s important that internal stakeholders and major donors receive the message directly from current Board members.
- What: What are we telling them? Important messaging questions include:
- how much does this group need to know? (and, how much should they know?)
- how will the merger affect them financially, programmatically, legally, etc.? The change can be as minor as seeing a different logo on the monthly e-newsletter, or as profound as shifts in staff responsibilities.
- whom should they contact if they want to know more?
- How: How will we communicate this message? For some stakeholder groups, it’s important that they get face time to ask their questions and voice their concerns in person. For other groups, a letter, e-blast, or phone call may be more appropriate.
- When: Consider which stakeholders should know about the merger before it goes public. It’s a good idea to alert staff and other stakeholders for whom the merger will have a significant impact as soon as possible. Also determine when the news will be publicized: immediately following the signing of the agreement? once bylaws have been signed? once all administrative aspects of the merger are complete? Be careful of any premature announcements, as this can lead to a PR nightmare if the merger falls through.
By creating a strategy that keeps our various stakeholder groups informed and aware, we’ll be able to focus our attention on executing a successful merger, rather than dealing with frustrated stakeholders who are confused or caught unawares.
Has your organization undergone a merger? How did you communicate the change to your stakeholders? Share with us!
Photo credit: blog.vistage.com
Siyabonga was started August 2005 and have a very success track record for the past 5 years in supporting the previously disadvantaged communities in health, disability, Educare and food security. We are suited on our own 6ha piece of ground, 1km outside Vredenburg. None of our programs is duplication in the community, and Siyabonga are the only NGO running a very needy high quality step-down care in the West Coast area.
We grow over the past 5years from a 12 bed facility into 2 homes which accommodate 54 residents and patients. Our staff grows from 6 volunteers to 91 permanent employees. Our employees include professional nurses, social workers, home base carers and project coordinators.
Because of the success of the step-down model, other projects follow, e.g.: Home for disabled individuals, Home for mentally handicap adults, a protective workshop for the disabled youth, Early childhood learning centre and a vegetable garden. Siyabonga Care Village remains committed to making life better for individuals whose lives are affected by chronicle-, terminal illness, disability, poverty and Vulnerable Families.
We would definitely want to learn more about the Communication Strategy.