In 2022, a global food and snack brand announced its split into three separate public companies.

This meant significant organizational change for its 34,000 employees. With the threat of severe and costly voluntary attrition throughout the 18-month period of change, the company decided to preempt the problem by investing in more effective change activation and engagement strategies.

With the core message “one thing that will not change is our investment in you”, they leveraged targeted change communication and personalized change support to ease adoption, proving its commitment to guiding employees through the journey and building a shared future together.

Goal 1
Drive positive sentiment and growth mindset around change across the organization.

Goal 2
Enable leaders to drive change and maintain momentum with their teams.

Goal 3
Communicate change with a strong rationale, clarity, and engagement across diverse audiences.

Why Did They Care?

• According to Gallup, an estimated 47% of key personnel leave in the 12-month period following a company divestiture or restructuring exercise.

• Improved financial performance during a divestiture can be achieved by improving employee retention. It can cost up to $312,500 to replace an employee.

• 34,000 employees x 47% of the 15% key personnel who are leaving x $312,500 to replace each employee = a $749M cost for the divestiture.

Converting Doubt into Confidence Across the Organization

• 94.5% of employees are confident in their ability to adapt to the changing landscapes of their organization and industry.

• 95.3% of leaders are confident in their ability to support their teams through the transformation process.

• 98.1% of leaders are confident in their ability to clearly communicate the rationale of the change to their teams.

• 74% adoption rate

• 42 mins average time spent per user per week

The Four Pillars of Success

A Targeted Approach for Distinct Audiences

To scale execution, the change team integrated its organizational data with Tigerhall to automatically segment and enroll employees into personalized change journeys. These relevant, well paced journeys mitigated resistance and increased buy-in for the new changes.

Personalized Communication, Delegated

Leveraging social-driven features and Tigerhall Studios, internal change champions and leaders communicated change in authentic, relatable ways to increase adoption—personalizing change messages without burdening the comms team.

Driving Positive Sentiment with Feedback Loops

To scalably and consistently capture the sentiment of 34,000 employees, the change team built ongoing two-way feedback loops through livestream chats, comments, and more. Responses were proactively analyzed and addressed to cultivate trust and keep them engaged.

Faster Results with Progress & Sentiment Data

Tigerhall’s analytics measured sentiment and engagement in real time, providing visibility into adoption across audiences without relying on manual tracking or third-party tools. This enabled the change team to refine their strategy while simplifying stakeholder reporting efforts.

GOAL 1: Drive positive sentiment and growth mindset around change across the organization.

Alignment with Leadership Livestreams

One-off town halls were replaced with regular livestreams, where leaders maintained a consistent narrative about the divestiture. Candid conversations and real-time Q&A helped set the tone for a transparent initiative, strengthening alignment while mitigating political tension.

Automated Change Journeys

Personalized change journeys were leveraged to prevent overwhelm and reduce resistance. Employees were automatically enrolled and sent follow-ups at different stages of the transformation, keeping information staggered and relevant for faster absorption.

Champion-Led Activation at Scale

120 influential champions received creator access on Tigerhall, enabling them to drive peer-led activation independently. Through livestreams, feed posts, and comments, they facilitated discussions and circulated success stories to increase colleague buy-in.

People-First Capability Building

Amidst extreme job insecurity and uncertainty, the company demonstrated steadfast commitment towards their employees by investing in their capability and career development––not for the outcome of change, but in spite of it.

GOAL 2: Enable leaders to drive change and maintain momentum with their teams.

Middle Manager Coaching

Middle management goes through as much, if not more, change as the wider employee population. They received formal coaching focusing on effective change communication, improving their confidence in supporting and engaging their teams.

Effortless Middle-Out Communication

Company executives created personalized change messages with Tigerhall Studios, lending their influence and credibility to the initiative. The end-to-end service handled coordination, production, and delivery, ensuring polished outputs without pulling time from the change team.

GOAL 3: Communicate change with a strong rationale, clarity, and engagement across diverse audiences.

Continuous Communication & Engagement

The change team kept communication consistent and dynamic, with a schedule comprising weekly livestreams, internal podcasts, change trailers, and more. This afforded teams the flexibility to engage based on their availability and preference, keeping momentum high.

Cultural Anchors in Bite-Sized Formats

Enduring aspects of the business were highlighted as cultural anchors to instill pride. Brand origins and positive customer stories were shared in short, multimodal formats and embedded into the organization’s workflows, sustaining morale without the information overload.

Improved Targeting with Integrated Data

The change team integrated social demographics data––including social affinities from Microsoft and the Business Employee Resource Groups (BERGs)––to automatically segment its audiences, driving targeted messaging that went beyond functions and seniority levels.