Driving Strategic Messaging and Engagement: Ericsson

Objective: To enhance internal communications and engagement across the Media Solutions division, comprising 2,500 employees, by implementing comprehensive communication strategies and initiatives.

Background

As the Interim Head of Internal Communications for Ericsson’s Media Solutions division, I was tasked with creating a cohesive communication strategy that resonated with a diverse workforce while ensuring alignment with executive leadership. My goal was to foster engagement, transparency, and collaboration across various teams and functions.

Strategy Development

1. Role Definition: I carved out my role by identifying key communication needs within the division and aligning them with executive priorities. This involved close collaboration with C-level executives to ensure our messaging was both strategic and impactful.

2. Key Initiatives:

All Hands Meetings: Designed and facilitated regular All Hands meetings to provide updates on company performance, initiatives, and goals.

Live Broadcasts and VODs: Organized live broadcasts and video on demand (VOD) sessions to enhance accessibility and engagement with leadership communications.

Newsletters and Mass Email Campaigns: Developed engaging newsletters and mass email campaigns to keep employees informed about updates, initiatives, and employee achievements.

Execution

1. Direct Collaboration with Executives: I worked closely with the CTO and CEO to create a high-engagement communications plan tailored for the Media Solutions division. This plan included key messages, timing, and channels for communicating critical updates and initiatives.

2. High-Engagement Content Creation: I crafted comprehensive and engaging communications that highlighted achievements, strategic priorities, and the vision for the future. By focusing on storytelling and clear messaging, I aimed to inspire and motivate employees.

3. Partnership with PR for External Communications: Collaborated with the PR team to ensure consistency between internal and external messaging. This alignment helped reinforce the division’s objectives and values to both employees and external stakeholders.

Results

Increased Engagement: Employee feedback indicated a 30% increase in engagement levels during All Hands meetings and a noticeable improvement in information retention.

Enhanced Communication Flow: Streamlined internal communications processes resulted in quicker dissemination of important information across the division.

Improved Leadership Visibility: The live broadcasts and VODs facilitated greater visibility of executive leadership, fostering a stronger connection between employees and the C-suite.

Positive Feedback on Newsletters: The newsletters received positive feedback, with an increase in open rates of 40%, indicating heightened interest and engagement from employees.

Conclusion

My time as the Interim Head of Internal and Executive Communications at Ericsson was marked by a strategic approach to communication that prioritized engagement and transparency. By collaborating closely with executive leadership and leveraging multiple channels, I successfully enhanced the internal communications landscape for the Media Solutions division.