Why do your employees remain skeptical and cautious when it comes to change? Why do so many transformation projects fail despite good planning and sufficient resources? How do other companies manage to lead their teams through change with enthusiasm?
The figures speak for themselves: according to a recent study by Staffbase, three out of four transformations fail due to inadequate or ineffective communication. This is a warning sign for Swiss SMEs that have to hold their own in an increasingly dynamic market environment. Whether it's digital transformation, restructuring, or new business models, without the support of employees, any change process becomes a Herculean task.
Change communication is much more than just information. It is the key to breaking down resistance, alleviating fears, and turning employees into active agents of change.
The consequences of poor change communication are serious and measurable. An Employee Communication Impact Study 2025 by Staffbase and YouGov shows that 63 percent of employees who are considering changing jobs cite poor internal communication as a decisive factor.
This fluctuation hits Swiss companies particularly hard. In a country already struggling with a severe shortage of skilled workers, SMEs simply cannot afford to lose qualified employees due to avoidable communication errors. The costs of hiring new staff, training them, and losing expertise place a considerable strain on budgets.
But the effects go beyond mere fluctuation. Poorly communicated changes lead to:
Particularly alarming: The study also shows that only 29 percent of non-desk employees are satisfied with the quality of internal communication—compared to 48 percent of office workers. This poses an additional challenge for Swiss SMEs in the manufacturing, skilled trades, and retail sectors.
The Swiss economic landscape is undergoing profound change. The CommTech Index Report 2024/25 shows that 67 percent of respondents from communications departments are convinced that new technologies will significantly change the way they work.
At the same time, Swiss SMEs face specific challenges:
The traditional Swiss focus on quality and consensus can be both a strength and an obstacle in change processes. On the one hand, it ensures thorough planning and broad acceptance. On the other hand, it can slow down processes and make necessary rapid adjustments more difficult.
In this tense environment, professional change communication becomes a decisive factor for success. It must respect Swiss corporate culture while at the same time driving forward the necessary change.
The biggest mistake companies can make is to communicate too late and too little. Once rumors start circulating, it is usually too late for controlled communication.
Successful change communication begins with the first thought of change. It is important to find the right balance. Not every consideration needs to be communicated immediately, but as soon as concrete plans take shape, employees should be informed.
In practice, this means:
People rarely resist change themselves—they resist the feeling of being overwhelmed. That's why it's crucial to communicate the "why" first, before moving on to the "what" and "how."
Employees must understand:
This contextualization creates understanding and significantly reduces resistance.
Change communication is a matter for senior management—but not only for them. While senior management communicates the vision and strategy, it is the direct supervisors who accompany the change in everyday life.
Managers at all levels must therefore:
From our consulting practice at Brand Affairs, we know that companies that consistently use their executives as communication ambassadors have significantly higher success rates in change processes.
Successful change communication is not a one-way street. Employees must have the opportunity to ask questions, express concerns, and contribute their own ideas.
Proven dialogue formats are:
This participation not only creates acceptance, but often generates valuable suggestions for improvement based on practical experience.
Change communication does not end with the announcement or even with implementation. It is a continuous process that must accompany the entire transformation.
Many companies make the mistake of slackening off after the initial wave of communication. But it is precisely during the implementation phase that new questions, uncertainties, and challenges arise.
Establishing successful companies:
Digitalization offers new opportunities for effective change communication. Modern communication platforms make it possible to reach all employees—from the office in Zurich to the production hall in Bern.
Important digital tools include:
The key lies in selecting and combining these tools correctly. Not every company needs every technology. It is crucial that the chosen solutions fit the corporate culture and are accepted by employees.
A medium-sized manufacturing company in eastern Switzerland faced the challenge of digitizing its entire production processes. The starting point was typical: long-standing employees who valued their tried-and-tested processes and feared losing their jobs to automation.
The company relied on a comprehensive change communication strategy:
Phase 1: Preparation and awareness raising Three months before the launch, all employees were invited to an information event. Management explained the market situation and the need for digitalization to remain competitive.
Phase 2: Co-creation Employees were involved in working groups to help shape the new processes. Their practical experience was directly incorporated into the planning.
Phase 3: Piloting with champions Particularly open-minded employees were trained as "digital champions" and supported their colleagues.
Phase 4: Rollout with continuous support Weekly updates, open consultation hours, and digital idea management ensured continuous dialogue.
The result: After 18 months, the transformation was successfully completed. Productivity increased by 23 percent, and employee satisfaction was higher than before the change.
Providing information in bits and pieces creates mistrust. Better: communicate a clear overall picture with a realistic schedule.
Whitewashing is transparent and destroys credibility. Better: Be honest about challenges and potential drawbacks.
Different target groups have different information needs. Better: Tailored messages for different departments and hierarchical levels.
Change triggers emotions—fear, uncertainty, but also hope. Better: acknowledge and address these emotions.
Change communication does not end with go-live. Better: long-term communication support plan.
External support can be particularly valuable when profound changes are taking place. Communication experts not only bring methodological expertise to the table, but also the necessary neutrality and outside perspective.
External consultants can:
With our network of communications experts, we at Brand Affairs have already supported numerous Swiss companies through change processes. Time and again, we see that investing in professional change communication pays off many times over.
Change communication should not be a blind endeavor. Regular performance reviews help to adjust the strategy and identify problems early on.
Important KPIs are:
This measurement should not only be taken at the end, but continuously throughout the entire process.
The pace of change continues to accelerate. What was considered a major transformation yesterday will be routine tomorrow. Companies must therefore develop a culture of continuous adaptation.
Change communication is shifting from being a project to a permanent task. Companies that invest in communication structures and skills now are laying the foundation for future agility.
The good news is that Swiss SMEs are ideally placed to overcome this challenge. With their proximity to employees, flat hierarchies, and pragmatic approach, they can often make change communication more direct and personal than large corporations.
Are you facing a major change and want to get your employees on board right from the start? Brand Affairs supports you in developing a tailor-made change communication strategy. With over 18 years of experience in advising Swiss companies and our network of communication experts, we accompany you through all phases of the transformation.
Contact us for a no-obligation consultation. Together, we will analyze your specific situation and develop a communication plan that fits your corporate culture and delivers measurable results.
What is the difference between change management and change communication? Change management encompasses all measures for planning and implementing change. Change communication is a central component of this and focuses specifically on the communicative aspects—ie, how, when, and what is communicated.
When should you start changing communication? As early as possible. Ideally, communication planning should begin at the same time as change planning. Communication should start at the latest when concrete decisions are made.
How do you deal with resistance? Resistance is normal and often a sign of commitment. It is important to understand the reasons, take them seriously, and find solutions through dialogue. Critical voices often give rise to the best ideas for improvement.
What role does corporate culture play? A crucial one. Change communication must fit in with and respect the existing culture. In Switzerland, this often means being participatory, thorough, and focused on quality and sustainability.
How much transparency is appropriate? As much as possible, as much as necessary. As a general rule, it is better to communicate too much than too little. Exceptions apply in the case of legal restrictions or when information would cause more uncertainty than it would help.
How much does professional change communication cost? The investment varies depending on the size and complexity of the project. More important than the absolute costs is the relationship to the overall project and the potential risks. Experience shows that 5-10 percent of the change budget should be allocated to communication.
