The 90-Day Internal Communications Reset is a senior-led engagement for enterprise communications teams dealing with transformation, restructuring, M&A, fragmented channels, overloaded governance or too much critical work resting on too few people. It is not content production and not a strategy deck: it diagnoses the system, redesigns it, and starts implementing the highest-value changes with your team.
Scope is tailored to the diagnosis and can include leadership interviews, channel and intranet analysis, employee information needs and access, change-communication requirements, narrative and leadership governance, channel architecture and source of truth, the manager cascade, governance and approvals, capacity and operating-model dependencies, measurement, and implementation of agreed priority changes during the 90 days.
Typically companies with 1,000+ employees, active transformation or clear structural communications pain, multi-country or multi-function complexity, and a senior sponsor in Communications, Corporate Affairs, People or Transformation. The reset complements an existing internal communications team; it is not a judgement on the team's competence.
There is no obligation to continue into a retainer. An optional Embedded Internal Communications Capability exists for companies that want ongoing senior capacity afterwards. Not sure where the strain is? Take the free Internal Communications Stress Test first.
The reset is one part of our wider internal communications support for companies in transformation.
Stakeholder and leadership interviews Structured conversations with the leaders whose messages carry the change.
Channel and intranet analysis A current-state read of every major internal channel, its role and its actual use.
Employee information needs and access Who needs what, in which format, and which groups are currently hard to reach.
Change communication requirements What the transformation and change agenda demands from the communications system.
Narrative and leadership governance One governed narrative and a clear decision path for leadership communication.
Channel architecture and source of truth A defined job for every channel and one authoritative place for answers.
Manager cascade What managers say, when they say it and where they escalate questions.
Governance, ownership, intake and approvals Decision rights, prioritisation and an approval path fast enough for reality.
Capacity and operating-model dependencies Where critical work rests on too few people, and how to remove single points of failure.
Measurement approach Evidence of understanding and behaviour, not only opens and attendance.
Implementation of agreed priorities The highest-value changes put into operation with your team during the 90 days.
Weeks 1 to 3, Diagnose. Evidence gathering, stakeholder and leadership interviews, channel and intranet current-state, the change load ahead, and the dependencies the system quietly relies on.
Weeks 4 to 6, Redesign. The future-state operating model: channel roles, governance and decision rights, the manager cascade, and a prioritised set of changes your team can actually absorb.
Weeks 7 to 12, Implement. Agreed priority changes go into operation alongside your internal team. The reset leaves clearer capability behind, not a dependency on us.
Senior-led The work is done by senior advisors, not delegated down a junior bench.
Alongside your team The reset works with your existing internal communications team, not around it.
Focused 90-day scope A defined start and end, with agreed priorities, not an open-ended engagement.
Implementation included Agreed priority changes are put into operation during the 90 days.
No obligation to continue There is no requirement to move into a retainer when the 90 days close.