Enterprise Change Communications & Workflow Transformation
Role: Change Communications Lead — Enterprise Workflow Transformation
Leading a change-management initiative within corporate Marketing and Communications to improve how work is requested, prioritized, tracked, and communicated—internally and cross-functionally—using Monday.com as the system of record.
Role
Process architect, communications strategist
Timeline
Ongoing implementation
Audience
Marketing and communications teams, cross-functional amongst other corporate facing departments
Deliverables
Workflow design, intake structure, board architecture, documentation
Overview
As corporate communications and design support demands increased, existing workflows no longer provided the clarity, prioritization, or leadership visibility required to operate effectively. Work intake, decision-making, and accountability were fragmented, creating inefficiencies and limiting the organization’s ability to respond strategically.
I led a change communications initiative to establish a clear, shared operating model for how work is requested, evaluated, and communicated across Marketing and Communications. The objective was not simply to introduce a new tool, but to align teams and leadership around a common language, expectations, and decision framework that supported clarity and adoption.
This initiative is currently transitioning from discovery into service-level definition and workflow design, with communications serving as the primary mechanism for driving understanding, engagement, and behavior change.
Process
The process focused on aligning communication, expectations, and decision-making before introducing structural or technical solutions.
Discovery & Change Assessment
Completed a structured discovery phase focused on how work is requested, delivered, and communicated across Marketing and Communications.
Conducted role-based conversations to surface pain points related to intake, prioritization, turnaround expectations, and visibility.
Documented where informal practices created confusion or misalignment between teams and leadership.
Workflow & Communication Design
Designed a phased operational model that distinguishes finalized communications from in-progress work while maintaining traceability.
Began standardizing shared language—status definitions, ownership, and approval points—so work could be understood consistently by MarComm, leadership, and partner departments.
The emphasis was on clarity and adoption rather than tool complexity.
SLA Definition & Adoption Planning
Currently defining service-level expectations for communications and design work, including intake requirements, review stages, prioritization signals, and turnaround ranges.
This phase focuses on aligning expectations across stakeholders before implementation, recognizing that adoption depends on shared understanding, not enforcement.
Outcome (to date)
The discovery and alignment phase has already improved visibility into workload demand, decision-making, and leadership expectations across the department. Teams have gained a clearer understanding of how work is prioritized, approved, and communicated, reducing ambiguity and reactive effort.
Leadership visibility has increased through defined intake structures and early governance frameworks, enabling more informed decision-making and clearer accountability. Time previously spent navigating ad hoc requests and unclear processes is being redirected toward higher-value, strategic work.
Workflow design and service-level definition are currently in progress, with initial pilots planned to validate adoption and usability before broader rollout. Early indicators suggest improved alignment and readiness for sustained change as the initiative moves into implementation.
Reflection
This initiative reinforced that effective change management begins with shared understanding, not tools. The work has focused on understanding how different groups interpret urgency, ownership, and visibility, then designing systems that accommodate those differences without adding friction. Leading this effort has strengthened my ability to guide operational change through clear communication, expectation-setting, and practical design choices rather than formal authority.