In 2008, IBM introduced a ground breaking new structure for its own organization. In the run-up to its presentation, Dorten developed a number of communication measures to bolster identification and teamspirit among all staff in the face of significant changes to be faced by a lot of them.
How does one approach such an important internal communications project?
IBM had some detailed questions prepared before we started to work together: what do we need to communicate internally to makethis sensitive issue absolutely transparent to all employees? The explanation of what is being done and for what reason was the most important part of the story we needed to get right.
Is a sense of togetherness and the ability to identify oneself with a cause or an idea important for the relationship between client and agency?
Absolutely. This project is a good example. IBM trusted us from the very beginning and the issue was really so explosive that we even had to make sure not to communicate any of it to colleagues at Dorten not working for the team. That was new and it was a sign of confidence we got early on from the client. The result was that we worked together very closely on a shared and very important mission – and I think you can see it in the results.
What do you think of when you hear “One IBM” now?
I remember that our project partners on the client side, in spite of the extremely high paced timing and pressure on the project, always stayed 100% professional and at the same time remained so sincere and pleasant – it was a truly exceptional working atmosphere.
