Introduction
UBS is one of the leading global wealth managers and largest global asset managers. The wealth management business of UBS desired to strengthen client relationships by communicating a new brand promise: 'you and us'.
A company ‘Workwise Communication’ helped UBS Wealth Management to develop their internal communications department to facilitate a centralised, world-wide communication network. UBS wanted to develop a more strategic function transforming from being 'order takers' to ‘business partners’.
Training program approach:
The internal communication development programme had a three stage approach. The three different stages were:
1. Pre-work
2. Two day development workshop
3. Telephone coaching
In the first stage, the participants were provided with appropriate best practice case studies and asked to consider three queries based on the case studies. The weekly conducted conference call allowed the participants to discuss their responses and learning. In the second stage, the participants were asked take part in a two day development workshop. In the third stage, the participants who wished to take new and challenging projects were provided telephone coaching. Work wise Communication also worked with the participants to develop an internal communication toolkit.
Internal communication team's new organisational structure
The participants initiated action plans and assigned projects to strengthen the learning process at workplace. The participants were more confident in their new roles. The initial review of the new organisational structure showed that the individual coaching helped the participants in introducing new initiatives. A relationship manager helped senior communication team members who needed to manage one or two functional areas.
Supporting a leadership visibility programme
Workwise Communication established a senior leadership visibility programme for the senior team that conducted more meetings and travelled to other locations. The communications teams helped the leaders by providing required materials for events like town hall meetings. The relationship manager supported face-to-face and one-to-few communications with streamlined internal messaging instead of mass communication.
UBS is one of the leading global wealth managers and largest global asset managers. The wealth management business of UBS desired to strengthen client relationships by communicating a new brand promise: 'you and us'.
A company ‘Workwise Communication’ helped UBS Wealth Management to develop their internal communications department to facilitate a centralised, world-wide communication network. UBS wanted to develop a more strategic function transforming from being 'order takers' to ‘business partners’.
Training program approach:
The internal communication development programme had a three stage approach. The three different stages were:
1. Pre-work
2. Two day development workshop
3. Telephone coaching
In the first stage, the participants were provided with appropriate best practice case studies and asked to consider three queries based on the case studies. The weekly conducted conference call allowed the participants to discuss their responses and learning. In the second stage, the participants were asked take part in a two day development workshop. In the third stage, the participants who wished to take new and challenging projects were provided telephone coaching. Work wise Communication also worked with the participants to develop an internal communication toolkit.
Internal communication team's new organisational structure
The participants initiated action plans and assigned projects to strengthen the learning process at workplace. The participants were more confident in their new roles. The initial review of the new organisational structure showed that the individual coaching helped the participants in introducing new initiatives. A relationship manager helped senior communication team members who needed to manage one or two functional areas.
Supporting a leadership visibility programme
Workwise Communication established a senior leadership visibility programme for the senior team that conducted more meetings and travelled to other locations. The communications teams helped the leaders by providing required materials for events like town hall meetings. The relationship manager supported face-to-face and one-to-few communications with streamlined internal messaging instead of mass communication.
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