Challenge:
The extended team at PVH had the energy and enthusiasm most execs could only dream of—great culture, supportive staff, loyalty and advocacy around the brand. Leadership felt the untapped potential here and struggled to find structure around how they could unleash that energy to boost their brand, inspire associates, and make their corporate image sparkle.

Action:
Team Integral got the call and we went straight to work on implementation. It was clear that PVH had everything they needed for the right foundation of a successful associate ambassador program. From setting up a phased schedule of tactics and events through pilot launch and ongoing measurement and iteration, Integral took the idea of activating PVH’s associates and made it a joyful reality, sparking excitement and participation from associates around the world.

Results:
Measurements from the four-month test pilot of their new associate ambassador program, PVH Power Players, showed incredible promise. Of the global associates invited to join the pilot, nearly 70% were actively involved in the company’s internal communications channel and about 45% created content shared to Instagram, LinkedIn, and internal networking channels. The program has continued to progress and expand ever since.

Challenge:
Regulating and moderating the myriad ways tens of thousands of employees express themselves to the world is difficult. As reflections of their company and brand, employees aren’t always sure what behaviors are encouraged and what statements are best to avoid on social media. MetLife knew that their policies needed an update and Integral was ready to help.  

Action:
To get a better understanding of MetLife’s social landscape, Team Integral got to work on an overall audit of the existing social governance program and performed a gap analysis to identify what was missing from guidelines and policies by comparison to MetLife’s competitive set. Next they set up a workshop with executive and practitioner representation from a wide range of departments including Customer Service, Marketing, Communications, HR and legal, gathering perspectives and defining goals from key stakeholders. Moving beyond governance, Team Integral helped create a playbook for all functions.

Results:
Not only did the playbook describe limitations on social media usage but it highlighted best practices and examples of how social media could boost the brand, help meet sales goals, and enhance employees’ careers. This holistic approach ticked all the boxes for stakeholders while making company-wide implementation possible, actionable and enduring.

Challenge:

Over the summer and fall of 2021, IBM Marketing went through a massive operational change. To guarantee that employees understood the change & what it meant for them, and to ensure that they felt supported, valued & heard, IBM needed an exceptional internal communications strategy.

Action:

The Integral team was critical in developing a proposal centered around the needs of the team, by consolidating the voices of 600+ people across the globe into an action-oriented plan. Through dozens of interviews with cohorts of marketing managers, Integral was able to provide a much-needed perspective to help facilitate the change management underway.