ChosunIlbo, Korea’s most influential daily newspaper, turned to Arc XP when COVID-19 eliminated any opportunity for Korea’s annual premier leadership conference to be held in-person.
The struggle to deliver consistent communications
With more than 70,000 employees across 79 countries and 16 languages and operating 250 internal websites along with various newsletters, maintaining BP’s integral corporate identity took monumental effort.
Leading this effort was BP’s communications team, who owned the task of representing the company both internally to current and future employees, and externally, to everyone from consumers to the media and government officials. Internal communications proved especially difficult. Too often communications teams worked in solos across several communication channels. This, in turn, led to mixed messages and disconnects which resulted in confusion, and ultimately, apathy.
“That was causing a lot of people to disengage with, certainly, internal communications,” explained Ben Jefferies, Head of Global Publishing at BP. “People have channel overload and don’t know what to receive. Our teams don’t know where to post stuff. The don’t what their audience is receiving or what they’re seeing.”
One of the biggest contributors to these challenges was the development and delivery of content. Although BP had a CMS, it didn’t contain all the places content was being developed — email content was written in a separate tool, dotdigital, and rather than maintaining a single corporate intranet, there were hundreds of internal sites with global editors around the world. Delivery proved to be equally challenging as BP employed four different systems to serve their content.