The keys to success behind Monbat’s rebranding showcased at an AmCham event

On June 4, 2019, Dr. Vanya Babanin presented Communication in change management: the internal support of a transformation - Experience from the Rebranding of Monbat at the American Corner in Sofia City Library. As part of the business events for AmCham members, organized by Human Resources and Education Committee, this facilitated the knowledge exchange and the productive discussion about the future of work and improvement of the human capital management.

Some of the communication highlights in the change management were illustrated by the successful project of Monbat. One of the keys to success is mixing the informal and formal information and the communications channels. This includes clear introduction of new team members and all individual responsibilities, empowering the managers, starting the design process of new logo and website which illustrate externally that a corporate cultural change is happening.

Crucial for the project are the lead team and the top management support – both should be seen as the first step that verifies the need of the change and settles the scope and pace of the following weeks and months.
In her presentation, Dr. Babanin advises on the application of a project management approach - clearly define the purposes and goals, ideally show what current problems the change will solve and open questions it will address. For the implementation deployment and transformation plans should be adopted – they clearly structure the process, outline the tactics and define the roles in the team. The touch-and-feel of the change but not less important allows transparency, adaptability depending on the adoption speed and most important – engages all key stakeholders in the transformation process.

The continuous evaluation and feedback, which are highly needed during change, should not always be formalized to the last detail. More advisable is the human perspective which also allows better expectations’ management. The turning point is coming from the first resistance, no matter if denial or absolute absence of any reaction, to the early adoption where the project receives its internal advocates.

Even though the change is usually an ongoing process, each significant stage must be “celebrated”, internally as well as external appraisal of all parties involved, in this case by the internal acknowledgement and by the first prizes for the rebranding project and the new corporate website.