Synchronised strategies

The importance of internal communication in mergers

 
Steve Duffield had his work cut out for him. It was December 2005, and he and his teammates had been told that they had one day to build a working catapult out of a pile of old wood and rubbish, using only a couple of tools. No, this wasn’t a television game show. The “Scrapheap Challenge” was part of a corporate team-building exercise held in the countryside of East Sussex, UK, by Synchronica PLC, a company that specialises in software to help companies manage mobile devices.  At the end of the day, most of the teams’ catapults fell apart, but some surprisingly shaky-looking contraptions actually performed well. “The results were hilarious,” recalls Duffield, a 32 year-old technical writer at the technology company.
Building a catapult is far from the only challenge that employees at mobile device management company Synchronica have faced over the past 18 months. The company has undergone a radical change, including a merger with publicly-listed DAT Group PLC and an ongoing restructuring. Dealing with these changes has required a creative approach in the company’s communications strategies, both internally and externally. The Communication Director takes a look at how that adjustment is taking place.