The key to successful change in an organization lies in effective, but most importantly, creative internal communication.
However, this is often easier said than done. The “3 Pyramids” is a proven method for developing a solid communication strategy.
We are constantly connected to social networks and news sites that bombard us throughout the day with flashy, often aggressive, but sometimes subtle stimuli. In some way, we are collectively aware of the key events around the world, and we are constantly—and often unsolicitedly—triggered to purchase products online. We interact spontaneously with our friends, liking their photos and sharing our opinions on various topics without a second thought. The contrast between this online communication overload and the often conservative, quiet communication within companies could not be greater. Whether it is a major strategic decision, the launch of a new product, or a call for participation in a project, organizations often rely on familiar and traditional communication channels. However, powerful internal communication is extremely important. It’s the glue that binds the organization and its employees, contributing to employee engagement. Internal communication drives strategic projects forward, breaks down resistance, and can either make or break the success of a change process. In fact, internal communication often appears to be the weak link in many companies’ management processes. Internal social media is often viewed with suspicion; people tend to prefer (too long) emails, (overly flattering) articles in internal magazines, or (tasteless) speeches read by a management team member in a monotone voice during a plenary meeting. Often, organizations lack the inspiration, motivation, and ambition to turn internal communication into the powerful tool it can be. We are accustomed to being “connected” continuously in our personal lives. This communication mainly takes place via mobile devices and is first and foremost visual and entertaining. While we once received simple messages via television, newspapers, or radio, today we are part of a network where knowledge exchange happens simultaneously in all directions, regardless of hierarchical impulses. We now live in the network age, where information flow no longer depends on the sender’s hierarchical position. The main focus is on promoting free knowledge exchange to boost innovation and come to creative solutions faster. In this network, everyone can join the conversation. The 3 Pyramids model can help organizations develop a modern communication strategy. The pyramid symbolizes the traditional organization with the leadership at the top and teams at the bottom, executing strategies developed by management. There are three ways to get information flowing within this pyramid.

The Hammer
The first pyramid is struck with a hammer, pushing the message “top-down.” This is a very familiar method that most companies consistently apply when publishing newsletters, sending instructions via email, or when the boss takes the floor at an event. For certain strategic messages or important instructions, this remains an efficient technique. However, using the hammer assumes that recipients actively seek the information and make an effort to listen or read. This is often where things go wrong. We are bombarded with information and often struggle to differentiate between what’s important and what’s not. Newsletters often go unread, and it’s difficult to get people to watch a video message that’s more than two minutes long. Additionally, this technique provokes little feedback and strengthens the hierarchical position of the sender. The hammer is often applied successfully to communicate an organization’s vision. For example, the recent crisis surrounding the coronavirus led many large organizations to question their office space. Why rent, heat, and maintain empty offices when employees can work from home at least 50% of the time? This reevaluation of the workspace will generate uncertainty and possibly resistance. In this case, it’s crucial for top leadership to speak out clearly and explain why the organization is taking a new direction. A good communication plan will include some “hammer” actions, but more is needed to truly engage people.
The Fire
The second pyramid is heated by figuratively setting a fire underneath it. We communicate from the bottom up, trying to involve as many employees as possible. With provocative actions, we create a real “buzz” in the organization, ensuring everyone is aware of the project. By building pressure from below, we force the middle management and, eventually, top leadership to take action. A great example of the fire approach was the “Come with your chair” campaign, conceived for an energy supplier during its move to a new location in a sustainable office building. The idea was to avoid buying new furniture for the cafeteria at the new headquarters by asking employees to find second-hand chairs. The initiative was launched via a Facebook group, where employees were encouraged to find wooden chairs in attics, recycling centers, or flea markets and bring them to the office. The second-hand chairs were collected at the reception of the old building. A week before the move, all chairs were reupholstered in black. A Facebook page was set up for “The Black Chair,” and posters calling for participation were hung. The climax of the initiative was an after-work event in the new building where the CEO, standing on his own black chair, talked about the reasons for the move and the company’s strategy. This operation (with a modest budget) had a big impact within the company (and beyond) and significantly contributed to the acceptance of the change.
The Drill
The third pyramid is injected laterally with our message through the use of a drill. This is done by deliberately selecting a group of stakeholders within the organization and involving them in the process. They are assigned a specific role to support the change journey and are encouraged to communicate about the project with their colleagues. They serve as points of contact for their teams and act as communication vectors across all levels of the organization. Developing behavioural guidelines for a new work environment is an ideal opportunity to apply the drill technique. A group of ambassadors needs to be formed, chosen from all levels of the hierarchy and departments within the company, to discuss and define the usage rules for the new work environment in a workshop. Before each workshop, they are given a task to provoke commotion and discussion within the teams. For example, they may be asked to observe disruptive behaviour or ask colleagues what kind of workspace a particular type of workspace could be used for. This is an effective exercise since the information circulates informally. If needed, some indiscretions can be released on social networks. Naturally, the success of this communication depends on the ambassadors’ ability to communicate and the skill of the facilitators. The ambassadors’ work can be usefully supported by a project wall in a high-traffic location where employees can follow the project’s progress through photos, plans, and posters.
The 3 pyramids each have their specific effect and added value. Their power increases exponentially when combined. They can be used as a foundational structure for an ambitious communication plan, but also for evaluating and adjusting the functioning of change communication.