In late 2016, formal executive communication at Australia's Greater Bank was limited and ad hoc. When benchmarked against the mutual banking industry, key engagement factors were below our competitors and trending downwards, in particular: awareness and clarity of our purpose, mission and strategic priorities; organization pride; and satisfaction with information received from senior leaders about what was happening in the business.

In early 2017, 70% of the executive team was new to the organization. The internal communication team had an opportunity to introduce an executive leadership strategy to establish long-term, foundational employee engagement enablers, introduce a consistent rhythm of communication from the top, and improve employee understanding of the bank's strategic plan. 

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