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Corporate Transformation and Reorganization

Reinvent. Communicate. Make a difference.

All organizations reach an inflection point when they must transform to thrive. The trigger might be a strategic shift, or a crisis that takes business-as-usual off the table.

Unlike discrete change projects, transformations go to the heart of an organization. They fundamentally alter your work process, market approach and impact on society. They demand engagement fueled by effective communications.

Don’t just make a change. Make it last.

FGS Global combines world-class transformation and change expertise from different markets and industries, supporting business and communications leaders with strategic clarity at critical moments.

We help develop a compelling narrative that elevates your organization’s purpose and values. We create communications that engage key stakeholders in your transformation, with an employee-first approach — catalyzing a successful launch and lasting impact.

Case Studies


A global pharmaceutical company needed to respond better to clients’ needs, improve business processes and move from a command-and-control approach to a responsive, encouraging leadership style. We created targeted communications for all stakeholder groups to strengthen the biggest transformation in the company’s history.

We diagnosed the status quo via focus groups with employees and one-on-ones with managers. We developed an inspiring and convincing story explaining the need for change.

We also backed the leadership team with communications support, coaching and training.

New communications channels — including a CEO blog, a storytelling platform and customer journey events — helped create positive attitudes toward the transformation and boost employee engagement. As a result, customer satisfaction improved.


A leading UK retail chain planned to restructure in line with its long-term vision, which required a redundancy program. We helped the company to articulate its vision, agree on the messaging and define principles for engagement. We then supported engagement with all stakeholders, including employees, politicians, customers, suppliers and the CEO’s personal network.

With no reliable all-employee channel, we revamped the internal communications process and kicked off with a CEO video that provided a consistent explanation of the decision and its rationale.

The message reflected empathy and care as well as a strong business strategy that included future-proofing. We reached 98 percent of colleagues at risk within 24 hours (with the final two percent on special leave and contacted separately). Every person at risk heard the news from the CEO or their line manager before hearing it from colleagues or the media.

Employees were grateful for the empathy and open communication. Government ministers, local politicians, and the media expressed appreciation for advance briefings.