Transformation, change management and internal communications
Change management communications specialists.
Our experienced team have worked across national, local and regional government, within the NHS and the private sector over 30 years.
When services or organisations change it can stretch your communications team – we are here to give experienced board and senior leadership counsel, help create workable strategic plans and offer surge capacity so you can manage your day-to-day activities.
Whether it is a mix of senior stakeholders, your workforce, senior business leaders, shareholders, members or politicians, the breadth of our experience will give you reassurance as you navigate complex change.
- Strategic communications advice.
- National and local media management.
- Internal communications.
- Stakeholder engagement.
- Public affairs support.
- Reputation protection and recovery planning.
- Sensitive employee communications.
- TUPE and organisational change management.
- Stakeholder engagement events.
- System transition communications.
- Business continuity messaging.
Objective
Support Serco and Lincolnshire County Council following a major payroll and back-office systems migration that resulted in significant payroll disruption affecting council employees, teachers and firefighters. The objective was to protect reputation, maintain trust among stakeholders and support the recovery programme during a period of intense public and media scrutiny.
Intervention
Strategic communications advice; crisis communications; national and local media relations; internal communications; stakeholder engagement; public affairs support; issues management; reputation recovery planning.
BakerBaird worked alongside senior leaders and operational teams to develop clear, consistent and transparent communications during the service recovery programme. The focus was on balancing accountability with reassurance while maintaining confidence among staff, elected members, service users and the media.
Outcome
Successfully managed communications during a highly sensitive service disruption, helping to maintain stakeholder confidence and minimise long-term reputational damage. The communications strategy supported the recovery programme and helped secure the continuation of the contract for a further five years.
FAQs
How do you manage communications during a public sector service failure?
We develop clear communications strategies that prioritise transparency, stakeholder engagement and reputation management while operational teams focus on resolving the issue.
Why is crisis communications important during systems migrations?
Large-scale technology changes can impact employees, customers and supply chains. Effective communications help maintain confidence, reduce misinformation and support recovery efforts.
Can communications help protect public sector reputations?
Yes. Strategic communications can reduce reputational damage, strengthen stakeholder relationships and demonstrate accountability during difficult situations.
Summary
Following a complex payroll and back-office migration, BakerBaird provided strategic communications support to Serco and Lincolnshire County Council during a period of significant operational challenge. Through integrated media relations, stakeholder engagement and crisis communications, we helped navigate intense public scrutiny while supporting service recovery. The programme helped protect reputation, maintain stakeholder confidence and contributed to the successful continuation of the contract.
Objective
Transform the Trust’s communications function and support one of the most significant NHS mergers in the region, bringing together Birmingham Children’s Hospital and Birmingham Women’s Hospital into a single organisation. The goal was to strengthen staff engagement, develop a unified organisational identity and support major cultural change.
Intervention
Communications audit; stakeholder research; strategic communications planning; employee engagement; organisational change communications; rebranding; leadership communications; media relations; communications team restructuring.
Working closely with staff, executives and clinical leaders, BakerBaird developed a comprehensive communications strategy that aligned organisational priorities with workforce engagement and stakeholder expectations. The programme also included management of a sensitive rebranding programme and support for merger-related organisational change.
Outcome
Delivered a transformed communications function that strengthened organisational reputation, increased staff engagement and supported the successful merger of two major NHS institutions. The Trust strengthened its national profile, enhanced its stakeholder relationships and created a unified identity for patients, staff and partners.
FAQs
How do you support NHS mergers through communications?
We create structured communications programmes that engage staff, patients, stakeholders and partners during periods of organisational change.
Why is employee engagement important during mergers?
Strong engagement helps build trust, reduce uncertainty and create a shared culture across newly formed organisations.
Can communications improve organisational culture?
Yes. Effective communications can support leadership visibility, reinforce values and help embed cultural change throughout an organisation.
Summary
BakerBaird supported Birmingham Women’s and Children’s NHS Foundation Trust through a period of significant organisational transformation and change. By developing a new communications strategy, engaging employees and managing complex merger communications, we helped create a stronger, more unified organisation. The programme played a key role in supporting organisational integration, enhancing reputation and improving stakeholder confidence.
Objective
Support the integration of three separate NHS trusts into a single organisation delivering community health, mental health and family services. The objective was to create a unified culture, establish a consistent organisational identity and improve communications across a workforce of more than 6,500 employees.
Intervention
Change communications; cultural transformation; workforce engagement; leadership communications; organisational branding; NHS site rebranding; induction programmes; leadership development; stakeholder communications; patient engagement.
BakerBaird worked alongside the Chief Executive and Executive Team to develop communications and engagement programmes that supported cultural integration and strengthened organisational alignment across more than 100 NHS locations.
Outcome
Successfully supported the creation of a single integrated NHS Trust serving more than 250,000 patients. The programme strengthened organisational cohesion, improved workforce engagement and established a strong foundation for future service development.
FAQs
How do you communicate large organisational mergers?
We combine leadership engagement, employee communications and stakeholder management to create understanding and support throughout the transition process.
Why is culture important during organisational change?
Successful mergers depend on creating a shared culture and common identity that brings people together behind a common purpose.
Can communications help improve staff engagement?
Yes. Targeted engagement programmes help employees understand organisational priorities, contribute ideas and feel connected to change initiatives.
Summary
The merger of three NHS organisations presented a significant communications and cultural challenge. BakerBaird delivered a comprehensive change and engagement programme that helped establish a shared organisational identity, strengthen leadership communications and improve engagement with staff and stakeholders. The result was a more cohesive organisation better positioned to deliver integrated healthcare services across the region
Objective
Support the transfer of back-office services from Serco to NHS Shared Business Services (NHS SBS) while maintaining operational continuity and ensuring employees and customers remained informed and engaged throughout the transition.
Intervention
TUPE communications; employee engagement; customer communications; stakeholder management; leadership briefings; transition communications; systems migration communications; events and engagement programmes.
BakerBaird worked with Serco and NHS SBS to develop a structured communications programme supporting approximately 200 transferring employees and a wide range of NHS customers across the region. The focus was on ensuring continuity of service and maintaining confidence throughout the transition.
Outcome
Delivered a successful communications and stakeholder engagement programme supporting a complex organisational transition. Critical services including payroll, supplier payments and estates management continued with minimal disruption while employees and customers remained informed and engaged throughout the process.
FAQs
What is TUPE communications?
TUPE communications provide employees with clear and timely information when transferring between organisations, helping to reduce uncertainty and build confidence during change.
Why are communications important during service transfers?
Effective communications help maintain trust, ensure operational continuity and support employees and customers through periods of change.
How do you manage stakeholder engagement during major transitions?
We develop targeted communications plans, leadership briefings, employee engagement programmes and customer communications to ensure stakeholders remain informed and supported.
Summary
The transfer of back-office services between Serco and NHS SBS required careful management of employee, customer and stakeholder communications. BakerBaird developed and delivered a comprehensive engagement programme that supported staff through TUPE processes while maintaining customer confidence and operational continuity. The programme enabled a smooth transition and helped protect critical NHS services across the region.
