Air New Zealand is one of the country’s largest and most complex organisations, with a workforce that is highly distributed, operationally focused and often without regular access to traditional corporate communication channels.
Shanahan was engaged to conduct a comprehensive audit of internal communications and culture, working across all parts of the business to assess the effectiveness of existing channels, content, and ways of working. The audit drew on qualitative interviews and quantitative data to build a clear picture of how communications were experienced across different roles and locations.
The findings
The findings highlighted a number of structural challenges, including barriers of access, time and relevance for operational staff, a lack of clarity around the role of internal communications, and the absence of a singular, consistently reinforced company narrative. There was also a clear imbalance between demand for communications support and available resources, alongside variability in leadership communication capability across the organisation.
The recommendations
Shanahan developed a set of practical, prioritised recommendations focused on improving reach and engagement, strengthening leadership as a core communication channel, and creating a clearer and more consistent cadence of communication across the business. This included better use of physical and digital channels, greater investment in leader capability, and the development of a unified narrative to guide all internal communications.
The outcome
The work has provided Air New Zealand with a clear roadmap for improving internal communications effectiveness and employee engagement at a time of significant operational and organisational change, helping to better align the workforce with the company’s strategy and priorities.