Over the next three years, the client has several key objectives to meet including delivering 60 new transport-related infrastructure projects. To do this it must change the way staff and consultant teams work, which will mean adopting new working practices and tools.

There was cynicism across the business as to whether the change management programmewould work, with some staff members feeling change was happening “to them” rather than “with them”.


To begin with, Copper Consultancy developed a narrative and key messaging document for the project.

This would ensure the business (over 5,000 staff) would speak with one voice and clarity about the programme. Secondly, Copper developed an OASIS communications strategy to make sure there was a step-by-step approach to both internal and external communications.

This approach meant there was a consistency of message and voice regardless of who was being communicated to (staff, supply change, media, politicians, etc). By minimising misinformation and driving clarity, trust would be built through the organisation about the change programme.


The OASIS framework was adopted unanimously by all directorates and work began engaging with staff.

This included a Town Hall style webinar for employees and the development of a video that could be shared across all internal channels.

As well as this, a social media strategy was developed for the Executive Team.

This recommended a series of approaches to help position and promote senior leaders as influencers and thought-leaders on specific social channels such as Linked-In, further building trust with external stakeholders.

The change management project is still progressing, and by utilising the OASIS Framework developed by Copper, several ‘pilot’ schemes have been implemented within the programme and received positive feedback from staff and consultant teams.