MPC || MontuaPartner Communications supports organizations in effectively shaping everyday and change processes – with internal communication, transformation support and cultural development. We ensure that strategies become understandable, leadership provides orientation and communication is effective in everyday life – especially in phases of change, uncertainty or realignment. We have more than 20 years of experience in the field of internal communication. We have seen more than 650 companies from the inside and successfully supported managers and employees.

Our work is aimed at corporations, medium-sized and family-owned companies, public organizations, authorities and NGOs that have to deal with complexity. We create added value where many stakeholders are involved, where change needs to be explained and where communication, leadership and culture need to interact appropriately.

Typical results include

• Clarity about communication and change strategy and priorities
• A resilient organizational framework for change (change architecture, governance, roles)
• Comprehensible narratives, messages and guidelines
• Implementation results that create orientation and enable participation in the form of suitable tools, campaigns, presentations and events
• Strengthened managers and effective communication teams
• Workable communication areas with a clear focus, defined processes/roles, suitable structures and a common way of working

The focus is always on effectiveness in everyday life, not on theoretical concepts. We are also happy to assist you with everyday communication or deploy colleagues in your organization on an interim basis.

We work along a structured process that ranges from the clarification of the initial situation to the sustainable anchoring of the measures. The individual steps are always adapted to the individual needs of the organization.

Preparation: We clarify the mission, objectives and framework of the collaboration and create a common working basis.

Diagnosis: We analyze the initial situation and identify key patterns, tensions and fields of action – as a basis for the conceptual design phase.

Design: We develop a clear target image and define strategic directions, specific measures and an actionable roadmap. We also define how success and impact will be measured.

Implementation: We implement the agreed measures and anchor them in the organization’s day-to-day work.

Evaluation and continuation: We review the impact, derive findings and ensure sustainable changes.

Yes, we support organizations in setting up, developing or repositioning communications departments, including self-image, clarification of roles, definition of processes, definition of interfaces to management/HR and strategic positioning within the company.

Yes, we are also happy to implement what we have advised/recommended. We work with our clients both strategically and operationally: from the conception of formats and campaigns to concrete implementation in everyday life, including on-site at your company. Our aim is always to strengthen internal processes and teams and to empower them in the long term.

Yes, we take on temporary project or interim roles on a day-to-day basis and also in critical phases or in the event of capacity bottlenecks. Our work is clearly defined, goal-oriented and with a handover perspective.

We combine many years of communication expertise with a systemic approach to change management. We think communication, leadership and culture together in order to achieve sustainable change and not stop at the level of new structures, processes and systems. We are convinced that change can only succeed if we work together with our clients on behavior and attitude.

We work together in a spirit of partnership, in a targeted manner and at the same time flexibly tailored to your needs. We rely on a regular exchange with the respective contact persons and the joint development of results in interactive formats such as workshops, sparring sessions and team offsites. We design these formats to be focused, pragmatic and easy to integrate into everyday working life. We can be contacted remotely, via a hybrid connection or on-site – depending on requirements and project phase.

The first point of contact is always a clearly named project manager.
Depending on the topic, this is supplemented by an experienced team of internal consultants and specialized partners from our network.

Confidentiality has been part of our daily business since the company was founded and is a matter of course. Statements from interviews and workshops are anonymized, sensitive content is protected and all data is handled in accordance with the applicable data protection regulations.

All legal information can be found in the footer of our website.

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It is best to contact us directly. By phone, e-mail or via our contact form. In an initial discussion, we will clarify your concerns, the context and possible next steps without obligation.

Internal communication refers to the targeted shaping of orientation in organizations. It encompasses not only the sending or exchange of information, but also the conscious translation of strategy, decisions and changes into understanding, meaning and the ability to act for employees.

At the same time, internal communication creates spaces for dialog and strengthens affiliation, trust and a sense of unity – as a basis for commitment and joint action. Modern internal communication is therefore less a simple mix of channels or measures and more a steering function that ensures that people in the company know why which decisions are made, what they mean for the respective team and the individual and what expectations are attached to them.

Internal communication is a management tool because management cannot be effective without communication. Goals, decisions and expectations are only effective if they are communicated in a comprehensible, coherent and credible manner.

Leadership is not just about making decisions, delegating work and reviewing the results, but also about making developments in the organization understandable, explaining them, classifying them and dealing with worries/fears.
Internal communication makes leadership behaviour visible and shapeable. Successful internal communication is therefore not a supplement, but a central lever of leadership. The aim should be to plan and act appropriately and with an eye on the big picture in the triangle of leadership, HR and communication.

Internal communication links the topics of leadership and corporate culture by translating attitudes, decisions and behavior into language. Culture is not created by mission statements, but by what is said, how decisions are made and what is kept quiet about.

An effective link is created when internal communication:

• supports leadership in providing orientation and making decisions understandable
• makes cultural patterns visible
• and opens up the space for dialog, clarification and change.

Communication helps organizations to become places where culture is consciously lived, reflected and further developed, especially in change processes.

We support organizations in change processes by making change manageable and implementing it effectively – together with those responsible for the project. The starting point is always a resilient organizational and management framework that defines the objectives, priorities, roles, decision-making paths and milestones of the change.

Every change always has a cultural component. Making this visible and thus discussable is part of our consulting – because cultural patterns can inhibit or promote change. Our aim is to think about these interrelationships at an early stage and translate them into communication, participation and leadership.

Within this framework, we work along a clear triad of informing, involving and empowering in order to effectively anchor change in everyday life. We do not see communication as an accompanying measure, but as a central steering and implementation tool in the process.

At the beginning we create clarity:

• Where does the organization really stand?
• What is the actual need for change and communication?
• Who bears what responsibility?
• What are the goals of the collaboration?

We clarify all of this in a joint kick-off, during on-site visits to your organization, through surveys and analyses of existing structures and conditions. Based on this, we develop a suitable strategy with change architecture and measures for communication and leadership.

Strategy describes which goals an organization wants to achieve and why. The change architecture defines the framework for how these goals are implemented in the change process. It defines which decisions are made when and by whom, how participation and empowerment formats build on each other and interact with communication. In this way, it ensures that change is not experienced as a loose sequence of measures, but as a comprehensible and controllable process.

We support managers by not only informing them, but also empowering them to act. Managers are under particular pressure in times of change: they are expected to provide orientation, even though many things are still open.

We therefore do not see managers as amplifiers of messages, but as translators of change into everyday life – without glossing over or unsettling. For this reason, our support starts at several points. We clarify what is specifically expected of leadership in change and enable managers to meet these expectations with workshops, coaching and support material. In this way, we enable clear and trustworthy leadership, even though answers may still be lacking.

Strategy will be effective in everyday life if it is not just described on PowerPoint charts, but translated and explained in everyday life. This requires managers to act as role models and provide appropriate communication support in everyday life. One-off communication at kick-offs or strategy days as well as pure communication of results do not lead to success; it requires accompanying process communication that works towards milestones and keeps an eye on the big picture.

Employees need to understand what strategic decisions mean for their work, their role and their priorities. At MPC, we ensure that strategy is reflected in communication, formats and routines and is consistently linked to leadership actions.

We start with a pragmatic cultural analysis using qualitative and quantitative methods (e.g. interviews, focus groups, workshops) and observations. Culture is not reflected in mission statements or values on paper, but in decisions, in the way we interact with each other and in what is allowed, expected or tolerated.

We therefore start with questions such as:

• How is it managed?
• How are decisions made?
• How do we communicate?
• Where and when does undesirable behavior occur?
• How are conflicts, uncertainty and mistakes dealt with?

We make cultural patterns and areas of tension visible and clarify together which behavior should provide orientation in the future. In this way, culture can be shaped in a targeted manner – through concrete decisions, measures and changes in management and working practices.

Leadership plays a central role in cultural work because culture is created primarily through communication and leadership behavior. Not only through what a manager says, but also through what they exemplify, decide and allow. Managers shape culture on a daily basis through priorities, language, consistency or inconsistency and by dealing with pressure and ambivalence. This is why we support managers in understanding and consciously shaping their decisive impact on the culture of an organization.

Culture and communication are closely interlinked.
Culture is reflected, among other things, in how people communicate, and communication shapes culture by setting meanings, reinforcing or questioning behavior.

Whether open or defensive, dialogical or hierarchical, clear or evasive: all of this is cultural expression. That is why we do not see communication as an accompanying measure of cultural work, but as a central lever for making culture visible, discussable and changeable.