This company's HR division was implementing more than 30 new systems over the next two years. Thirty. When Jennifer joined as a change management consultant, each project had its own project manager and communication plan. The client recognized the confusion that would ensue when end-users were bombarded with multiple communications about the various projects.

Jennifer helped by establishing an interim change management program office, which included a weekly meeting cadence with various project managers to identify opportunities to synchronize communications, so the HR team would appear as a cohesive whole with a unified message.

The client needed better visibility of all the project timelines at-a-glance, so we created a portfolio view showing the timeline of the various projects and when key activities would take place.

Working side-by-side with the communications and graphic arts consulting group, we were able to take this information and create an aesthetically beautiful internal marketing campaign that reflected the cohesive strategy and helped distinguish tools.

THE APPROACH WORKED AND BEFORE ROLLING OFF THE PROJECT, THE CLIENT ASKED JENNIFER TO RECOMMEND A STRATEGY FOR BUILDING AN ONGOING PROGRAM MANAGEMENT OFFICE.

(In partnership with PrōKo Consulting)