Change Management

Front covers of CN Magazine, 1997 to 1998. The publication was sent to 26,000 CN employees six times a year and featured articles on business metrics, culture change, communication, customer case studies, the results of corporate research, and employee profiles.

Change for the better – with a high level of employee buy-in

Nothing is more disruptive to an organization than when management realizes an entire culture must change for the company to survive, be more competitive or to grow faster.

We work with executives and HR to let employees see how the new way of doing things will benefit them.

Change may be needed for many reasons. At First Principles, we’ve helped clients introduce change so successfully that a flailing business turned itself around in 24 months– and the CEO was recognized for it two years in a row by his peers. We helped a company struggling to compete globally get staff and unionized workers to see for themselves why change was needed.

Whatever is causing the change, we work closely with top executives and HR to bring about change by developing communications programs that let employees see how the new way of doing things will benefit them personally.

Whether change is driven internally or because of outside business events, we use every communications tool to get the message out – and accepted:

Internal websites, known as Intranets.
E-mail and other targeted alerts.
Unique, company-specific projects that help ensure buy-in.
Meetings, workshops and other interactive vehicles.

Driving change is crucial for the future health of a business. Driving change the right way is crucial for keeping employees on the same path as the company.