I'm not sure how it's split at other companies, but I started driving org change comms end-to-end when the HR team was only 1 person and didn't have the bandwidth to do everything. Since then our HR team has grown but I've kept working on high-impact org changes since oftentimes the messaging is the hardest part to nail. A lot of our HR team is also new so they don't have the context on all the moving parts of the org that I have after 6 years working with this team.

In general, I don't have a strong opinion about if internal comms / chiefs of staffs / HR run them, it likely depends on the skillset and bandwidth. What this doc outlines is what type of support leaders can expect and from who, as well as helps new HRBPs understand the activities they should own.

HubSpot uses a "DACI" framework for most decisions and processes. It was introduced maybe two years ago and I personally really like it. Before, we would use the "DRI" model which always broke down. First, because there are oftentimes more than one DRI. Second, it wasn't clear if the DRI was owning the execution or the decision-making process. Third, folks who were core to success didn't feel represented.

I often don't use the "I" which stands for Informed. Interesting, coming from a comms person. But so many things we work on end up being company-wide that it's easier to make a cascading comms plan along the way.

It can be hard to quantify the priority/impact of an org change, so I find examples more helpful than the suggested criteria.

We have two org-wide channels: one that is an announcement channel with posting restrictions. This is for need-to-know news that people need to know in order to do their jobs. The second is a discussion-based channel that doesn't have posting restrictions. This is for helpful information, but not information that necessarily needs to be read that day. My litmus test for which channel to post an org change is: do the majority of people need to know this in order to do their jobs better?

People process on different timelines, so giving directly impacted folks another chance to ask questions and have space for conversation can be really stabilizing. We also use these when folks are changing managers so that they have an immediate touchpoint with their new manager to start building trust right off the bat.

Marcy Kenney

I created this guide in 2023 to help leaders across the product organization understand what support they can receive from the communications team and HR, as well as best practices for running their own org changes.

Product Pillar Org Change Guide & Best Practices

The goal of this resource is to support leaders in effective change management by providing templates, best practices, and clarity into areas of ownership.

Note for anyone leading a change: loop the Driver (Marcy or HRBP depending on priority of change) as early as possible. Ideally 2+ weeks before the change needs to be rolled out.

[TEMPLATE] Central Comms Doc | Product Org Change

DACI

examples

slack channels

Fill out DACI - the central comms doc template

Set up kickoff meeting with Approver and Contributors

Create slack channel for centralized communications

Start both communications documents and fill out to the best of their ability, asking Approver/Contributors to fill in the gaps

Surface feedback, blockers and potholes to Approver and Contributors

Project management of timeline communications

Adding folks into the slack channel and docs as necessary

If necessary, run a retro on the org change

Org Change Best Practices (a non-exhaustive list)

Most of all, lead with empathy. Think through everyone who would need to know about this and then work backwards to determine who needs to know first, second, third, etc.

If the org change is complicated or likely to have confusion/questions, start up an FAQ early in the central comms doc

Be clear on what changes are happening. Talking points should offer support for the “why” behind the decision.

Most people have the following two questions when first hearing about a change. Be sure to have the answer for both. If you don’t, flag that to the DACI group.

A core role for contributors is making sure all people who need to be told are on the timeline doc. It is not the responsibility of the Driver to understand 100% of the org.

As you broaden the communications, ask key folks to take a look at the timeline doc and suggest any others. Org changes are a team sport.

Fast-follows offer stability and another chance to ask questions after digesting the news.

Product Org Change Guide at HubSpot

Product Pillar Org Change Guide & Best Practices

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