AIG, internal communications lessons through times of change - BDI 3/27 Internal Communications & Collaboration Leadership Forum

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Presentation: AIG, internal communications lessons through times of change Presented by: Ted Nevins, Director of Corporate Communications, American International Group (AIG) AIG has seen dramatic changes over the past several years to nearly all parts of its operations, including internal communications. Today, the group embodies a “One AIG” approach, and has introduced common approaches and social tools to harmonize and strengthen communications to support employee engagement and help AIG to “Bring on Tomorrow.”

Negócios Educação

Bring on Tomorrow
The Role of Internal Communications
Ted Nevins
Director
Corporate Communications

AIG by the numbers
95
years
64,000
employees
$68.7B
revenue in 2013
98%+
Fortune 500
served
$100M
PC claims paid
every business day
$205B
repayment with profit
to U.S. taxpayers

3
Customers
Growth
Profitability
Operational
Efficiency
People
AIG
One AIG: Core Priorities

6
• Mass communications “voice” of AIG Senior Management
• Global resource, aligned with functions and businesses
• Flexible and strategic to target specific populations and address
emerging needs
• “Center of Expertise” approach for consistent, uniform organizational
announcements and campaigns
• Everything circles back to acting as one company
- Connect employees
- Enhance coordination to foster greater collaboration
Internal Communications

7
Lessons: Manager Communications
Without effective manager communications,
70% or more of strategic and change programs fail.*
37
17
14
7 7
6
5 5
2
0
5
10
15
20
25
30
35
40
Credibility of Employee Information Sources
% Respondents
Source: Corporate Executive Board

8
Lessons: Making Impressions
Visibility + Consistency = Awareness
Strategic To be of most value, Communications should be involved early in the
process of a program’s development.
Target Tailoring communications to be most relevant to audiences depends on
distribution. Partner with the client early to develop target groups/lists.
Engage Communications should be engaging, creative, and as interactive as
possible. Never be boring.
Adapt Communications plans should be nimble and create communications
opportunities that align with a campaign’s development – not arbitrary
deadlines. Review effectiveness and adapt to feedback.
Reinforce Messages should be consistent, reinforce each other, and complement
AIG’s broader strategic objectives (One AIG). The more affected the
group, the more communications impressions they should receive.
Cascade Manager communications are critical to create dialogue and drive
implementation. Leaders and managers should get personally involved,
use message points as part of ongoing team communications (staff
meetings, updates, etc.), and elicit feedback.

AIG, internal communications lessons through times of change - BDI 3/27 Internal Communications & Collaboration Leadership Forum

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