IMPACT Newsletter #DynamIKen
Internal communication is no longer just a side issue. It plays a key role in determining whether corporate transformation succeeds, whether people find their bearings in uncertain times—and thus whether an organization stays united as pressure mounts. The dynamics at play are complex and are currently changing rapidly.
In this issue, Birte Ayhan-Lange from HanseMerkur, Maribel Leisten from thyssenkrupp, and Dr. Jörg Hass from Hansgrohe share insights into what modern internal communication looks like in practice. The issue concludes with a message from Babette Kemper, Managing Director of Achtung! Mary, who offers advice on how leaders can become more resilient in times of crisis.
Both a driving force and a barometer
Transformation doesn’t happen on PowerPoint slides—it happens in the minds of employees. Birte Ayhan-Lange, Head of Internal Communications at HanseMerkur, talks with Babette Kemper about why internal communication today must provide guidance rather than just convey information—and what role psychological safety plays in this.
When 100,000 people need to move in the same direction
In the midst of a historic transformation, a key question arises at thyssenkrupp: How do you make a complex strategy tangible and understandable for nearly 100,000 people worldwide? And why is internal communication a strategic management tool in this context, rather than just an information channel? Maribel Leisten, Head of COM Strategy, Brand & Internal Communications, provides the answers.
Appreciation is not a luxury for good times
125 Years of Hansgrohe! The celebration includes an open-air festival, a swimwear collection, and a Pixi book full of emotions and Easter eggs. Dr. Jörg Hass, Vice President of Corporate Communications, speaks with Achtung! CEO Mirko Kaminski about why an anniversary needs to be celebrated all the more when times are tough, and what a set of keys has to do with corporate identity.
Building Trust for the Future
Babette Kemper, CEO of Achtung! Mary, helps companies rethink their internal communication. Her observation: Many executives struggle to find the right words during crises because they haven’t practiced enough during calm times. Her message: Trust—both from employees and in oneself—doesn’t arise in a state of emergency. It must have been built up beforehand.
