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Epl - PR toolkit, Bucknor Isolo, Lagos (2026)

Name: Epl - PR toolkit
Address: Bucknor Isolo, Lagos, NG
Telephone: +2348069034141

EPL Marketing Service specializes in branding, media, and design, transforming ideas into impactful visuals that effectively communicate and engage target audiences.

10/04/2021

5 TIPS FOR MANAGING CHANGE IN THE WORKPLACE
In order to stay ahead of new technological and economic developments, companies need to embrace change. According to research and advisory company Gartner, the average business has undertaken five major organizational changes in the past three years. A further 75 percent of those companies expect to pursue additional change initiatives in the coming three years.
Organizational change is typically pursued because it’s believed the transition will enable a business to operate at a higher level—becoming more efficient, productive, innovative, and profitable.
If the change is managed incorrectly, it can become a double-edged sword, leading to a loss of productivity and poor performance from employees. Gartner indicates that just 34 percent of all organizational change initiatives are considered a “clear success,” while 50 percent are deemed to be “clear failures.” A further 16 percent yield “mixed results.”
Managers and leaders must understand their role in managing change. Here’s a look at the different types of organizational change, along with some tips you can use to handle the change management process more effectively.
WHAT IS ORGANIZATIONAL CHANGE?
Organizational change is the process by which a business alters key components of its strategy or operations. This may involve changes to company culture, essential technologies, organizational structure, or major initiatives and goals. Depending on the objectives you're trying to achieve, organizational change may be either continuous or intermittent.
Organizational change is typically categorized into two types: Adaptive and transformational change. Adaptive changes are small, incremental modifications that an organization undertakes to evolve over time. They can be thought of as the fine-tuning of processes and business strategies. Transformational changes, on the other hand, are larger in scope and scale, and typically involve a radical shift in direction for the business. These changes are often the result of outside forces putting pressure on the company, such as the emergence of a new competitor.
TIPS FOR MANAGING ORGANIZATIONAL CHANGE
Below are five tips and strategies you can use to better manage change within your workplace.
1. Understand the Process of Change

No two change initiatives are the same. But the vast majority of those that are successful follow the steps of the change management process.
All change processes have a set of starting conditions (Point A) and an endpoint (Point B). The change process is everything that happens between those two points. It involves multiple steps that are typically grouped into three stages: Preparation, implementation, and follow-through. Here's what happens during each phase:
• Preparation: The change manager is focused on preparing both the organization and its employees. This involves helping the employees understand the need for the impending transition and outlining the vision and plan for achieving it.
• Implementation: The change manager is focused on executing changes in a way that is compatible with the company’s vision for the future.
• Follow-through: The change manager is focused on ensuring the change sticks and becomes embedded in the company’s culture and practices.
2. Understand the Forces of Change

To effectively manage change, managers must first grasp why it’s necessary. Without doing so, it can be difficult for you to craft a plan that addresses root concerns and pressing questions, such as:
• What pressures are driving change?
• Are they internal pressures, such as new leadership?
• Are they external pressures, such as the development of new technologies, a shift in your industry, or the emergence of a new competitor?
By understanding the precipitating factors that have made an organizational change necessary, you’ll be better suited to address those concerns.
3. Create a Plan

Once the motive for change is understood, you need to create a plan.
This plan should broadly outline the reasons for change, define its scope, outline key stakeholders, establish a team, and provide a detailed roadmap of the steps that will be required to complete the project. Having a defined strategy in place makes it easier to communicate the change to your team members and monitor progress toward key milestones and goals.
4. Communicate

When it comes to guiding your business and employees through a period of significant change, clear and focused communication is one of the most powerful tools in your arsenal. Ultimately, you must be capable of communicating change to two very distinct audiences.
The first consists of your employees and team members: These individuals need to understand the need for change, as well as how it will impact their job responsibilities. You must also recognize the importance of listening to their concerns so you can assuage any fears they may have.
“Despite realizing that change is necessary, employees are often afraid of big changes in the organization, preferring the dissatisfaction of the status quo to the risks of a new reality,” said Harvard Business School Professor David Garvin in the online course Management Essentials. “Often, the most important thing a manager can do is not identify the need for change, but provoke the momentum to begin and maintain the change.”
The second audience includes key stakeholders within the company—other members of management, the C-suite, and board members. If you’re the person proposing a change, it’s these individuals who need to be convinced it’s necessary. If they have initiated the change but charged you with overseeing the process, it’s these individuals whom you must regularly update on the status of the project.
5. Prepare for Roadblocks

No matter how thoroughly you prepare for change, everything is not always going to go according to plan. You need to be ready for a number of potential outcomes.
By doing your best to anticipate roadblocks, you can take some of the mystery out of the equation. Empower your employees to modify their behavior by removing the obstacles that prevent them from working toward change. Once those hindrances are identified, even the most complex problems can be addressed and corrected.
LEARN HOW TO MANAGE CHANGE
Nobody is born with expertise in managing organizational change; it’s a skill that typically takes many years of hands-on experience to build. With this in mind, there are steps you can take to better prepare for the job.
In addition to embracing as many opportunities as possible to flex your change management muscles, pursuing professional development opportunities, such as an online course, can be an excellent way to hone your skills and become a better manager. When evaluating programs, seek those which align with your personal and professional goals. For example, if you're interested in developing your change management skills, consider a course like Management Essentials, which delves into the topic as part of its curriculum.

25/12/2019

Unions: Do They Help or Hurt Workers?

Employers and workers seem to approach employment from vastly different perspectives. So how can the two sides reach an agreement? The answer lies in unions. Unions have played a role in the worker-employer dialogue for centuries, but in the last few decades, many aspects of the business environment have changed. With this in mind, it's important to understand how unions fit into the current business environment, and what role unions play in the modern economy.

What Are Unions?

Unions are organizations that negotiate with corporations, businesses and other organizations on behalf of union members. There are trade unions, which represent workers who do a particular type of job, and industrial unions, which represent workers in a particular industry. Today, the NLC has 29 affiliated unions. In total, it boasts of around four million members, according to its own figures, making the association one of the largest trade unions in Africa.

What Do Unions Do?

Since the Industrial Revolution, unions have often been credited with securing improvements in working conditions and wages. Many unions were formed in manufacturing and resource companies, companies operating in steel mills, textile factories, and mines. Over time, however, unions have spread into other industries. Unions are often associated with the "old economy": companies that operate in heavily regulated environments. Today, a large portion of union membership is found in transportation, utilities, and government.

The number of union members and the depth at which unions pe*****te the economy varies from country to country. Some governments aggressively block or regulate a union's formation, and others have focused their economies in industries where unions have not traditionally participated.
Industry deregulation, increased competition, and labor mobility have made it more difficult for traditional unions to operate. In recent decades, unions have experienced limited growth due to a shift from "old economy" industries, which often involved manufacturing and large companies, to smaller and medium-sized companies outside of manufacturing. In the recent past, potential union members have spread into a larger set of companies. This makes collective bargaining a more complicated task, as union leaders must work with a larger set of managers and often have a harder time organizing employees.

The evolution of the modern worker has also changed the role of unions. The traditional focus of union leaders has been representing workers when negotiating with managers, but when developed economies shift away from a reliance on manufacturing, the line between manager and worker becomes blurred. Also, automation, computers and increased worker productivity result in fewer workers being needed to do the same job.

How Do Unions Affect the Labor Environment?

The power of labor unions rests in their two main tools of influence: restricting labor supply and increasing labor demand. Some economists compare them to cartels. Through collective bargaining, unions negotiate the wages that employers will pay. Unions ask for a higher wage than the equilibrium wage (found at the intersect of the labor supply and labor demand curves), but this can lower the hours demanded by employers. Since a higher wage rate equates to less work per dollar, unions often face problems when negotiating higher wages and instead will often focus on increasing the demand for labor. Unions can use several different techniques to increase the demand for labor, and thus, wages. Unions can, and do, use the following techniques:
• Push for minimum wage increases. Minimum wage increases the labor costs for employers using low-skilled workers. This decreases the gap between the wage rate of low-skilled and high-skilled workers; high-skilled workers are more likely to be represented by a union.
• Increase the marginal productivity of its workers. This is often done through training.
• Support restrictions on imported goods through quotas and tariffs. This increases the demand for domestic production and, therefore, domestic labor.
• Lobbying for stricter immigration rules. This limits growth in the labor supply, especially of low-skilled workers from abroad. Similar to the effect of increases in the minimum wage, a limitation in the supply of low-skilled workers pushes up their wages. This makes high-skilled laborers more attractive.
Unions have a unique legal position, and in some sense, they operate like a monopoly as they are immune to antitrust laws. Because unions control or can exert a good deal of influence on, the labor supply for a particular company or industry, unions can restrict non-union workers from depressing the wage rate. They can do this because legal guidelines provide a certain level of protection to union activities.

What Can Unions Do During Negotiations?

When unions want to increase union member wages or request other concessions from employers, they can do so through collective bargaining. Collective bargaining is a process in which workers (through a union) and employers meet to discuss the employment environment. Unions will present their argument for a particular issue, and employers must decide whether to concede to the workers' demands or to present counterarguments. The term "bargaining" may be misleading, as it brings to mind two people haggling at a flea market. In reality, the goal of the union in collective bargaining is to improve the status of the worker while still keeping the employer in business. The bargaining relationship is continuous, rather than just a one-time affair.
If unions are unable to negotiate or are not satisfied with the outcomes of collective bargaining, they may initiate a work stoppage or strike. Threatening a strike can be as advantageous as actually striking, provided that the possibility of a strike is deemed feasible by employers. The effectiveness of an actual strike depends on whether the work stoppage can force employers to concede to demands.

Do Unions Work?

Critics counter the unions' claims by pointing to changes in productivity and a competitive labor market as some of the primary reasons behind wage adjustments.
If the labor supply increases faster than labor demand, there will be a glut of available employees, which can depress wages (according to the law of supply and demand). Unions may be able to prevent employers from eliminating jobs through the threat of a walkout or strike, which will shut down production, but this technique does not necessarily work. Labor, like any other factor of production, is a cost that employers factor in when producing goods and services. If employers pay higher wages than their competitors, they will wind up with higher-priced products, which are less likely to be purchased by consumers.
Increases in union wages can come at the expense of non-unionized workers, who lack the same level of representation with management. Once a union is ratified by the government, it is considered a representative of the workers, regardless of whether all workers are actually part of the union. Additionally, as a condition of employment, unions can deduct union dues from employee paychecks without prior consent.
Whether unions were a primary cause of a decline in labor demand by "old economy" industries is up for debate. While unions did force wage rates upward compared to non-union members, this did not necessarily force those industries to employ fewer workers. In the United States, "old economy" industries have declined for a number of years

The Bottom Line

Unions have undoubtedly left their mark on the economy, and continue to be significant forces that shape the business and political environments. They exist in a wide variety of industries, from heavy manufacturing to the government, and assist workers in obtaining better wages and working conditions.

01/07/2019

https://www.linkedin.com/pulse/nine-top-ways-develop-annual-communication-plan-emmanuel-paul-lazarus

22/03/2019

Nine top ways to develop an annual communication plan
Developing an annual communication plan is a complex task. You need to gather information from a range of sources about organizational activities that need a communication program to make them more effective. Then you use your professional judgment to prioritize the activities, checking that they support the achievement of your organization’s corporate and business unit goals.
Finally, you assess which activities are feasible within available budget funding. Your annual budget generally originates in either of two ways: (1) a lump sum allocated to your function by top management (probably as a percentage increase over last year’s budget), or (2) lump sum covering the cost of your proposed annual program of activities that top management has approved.
Firstly, the context
Your annual communication plan needs to developed as part of your organization’s strategic planning process, which is explained in Part 1., “Organizational strategic planning.” Then you need to gather information from a range of sources about organizational activities that need a communication program. Nine possible sources of information are explained in section 2, “Nine top ways to develop an annual communication program.” Once you have prepared your wish list of activities, you prioritize the list to fit within the available budget. Simple? Not really, but you can learn more about the process in this article.
Part 1.
Organizational strategic planning
Strategic planning starts the ball rolling in setting the direction, and in initiating the activities of the organization. The organizational strategic plan is the sum of individual programs, projects and campaigns, so you can identify the target audience behavior/s and the measures for the outcome being sought for each. In more detail, strategic planning is used to:
• set priorities
• determine operational and administrative activities and resources
• strengthen operations
• ensure employees and other stakeholders are working toward common goals
• agree on intended outcomes/results
• assess and adjust the organization’s direction in response to the changing business environment.
Strategic planning is a disciplined activity that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning outlines where an organization is intended to go, the actions needed to make progress towards the desired destination, and also how it will know if it is successful.
What is a strategic plan?
A strategic plan is a document used to communicate the organization’s goals, the actions needed to achieve those goals and all of the other critical elements developed during the planning process.
Vision and mission lead the way
Here’s the ‘big picture’ of strategic planning in organizations. Firstly, the corporate priorities are decided during corporate strategic planning sessions, and then the various business units decide how best they can support the achievement of organizational priorities. The corporate communication in turn supports both the corporate priorities as well as operational priorities.
The communication team acts both at a corporate level, and at a business unit level using communication to support the activities of the various business units. These units can be corporate like HR and marketing, as well as operational like supply and production.

Organizational vision statement
An organizational vision is defined as forming a picture of a desired organizational state in the future. A number of studies have suggested that describing and providing vision is vital for leaders.
A vision statement is a description of the organization as its leaders want it to be. It involves seeing the desired future for the organization and briefly describing this vision. The description might include how things will be, where, with whom the organization will be doing business, what it will be doing and how its employees will feel. Ideally, the organization’s vision statement:
• describes a future state at a selected time
• is described briefly
• is quantifiable
• is generally agreed – ideally developed through group participation, not just the senior management team, but also through other employee levels being asked to comment.
Some examples:
• Alzheimer’s Association: Our Vision is a world without Alzheimer’s disease.
• Nike: To bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete.
• Amazon: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.
• Devon Energy: To be the premier independent oil and natural gas company in North America.
Organizational mission statement
Once the vision is developed, the organization can compare its present position with its desired future to determine ways to close the gap between the two – often known as gap analysis.
A mission statement can then be formulated, which describes the broad practical steps to close the gap between the unsatisfactory present and the desired future for the organization, as summarized in the vision statement. Each word in the mission statement should be carefully crafted so it can be defined and measured. It is pointless to have good intentions expressed in vague words.
A mission statement is a statement of an organization’s unique purpose and the scope of its operations in product and market terms. The organization’s mission statement should be:
• consistent with, and supporting, the organization’s vision
• the broad ‘road map’ describing how the organization will reach its vision
• telling people what the organization’s purpose is
• the source of strategies that collectively create a business plan.
Different mission statements focus on different aspects. Four main types of emphasis within mission statements have been identified by research:
• Purpose – why the organization exists
• Strategy – supporting the purpose
• Values – providing the ‘moral link’ between purpose and behaviors
• Standards and behaviors – management style and interpersonal relationships.
Some examples:
• Caterpillar: Our mission is to enable economic growth through infrastructure and energy development, and to provide solutions that support communities and protect the planet.
• Target: Our mission is to make Target your preferred shopping destination in all channels by delivering outstanding value, continuous innovation and exceptional guest experiences by consistently fulfilling our Expect More. Pay Less. Brand Promise.
• Devon Energy: Devon Energy is a result oriented oil and gas company that builds value for its shareholders through its employees by creating an atmosphere of optimism, teamwork, creativity, resourcefulness and by dealing with everyone in an open and ethical manner.
Together, the vision and mission statements show where the organization is going and how it is going to get there. If management and staff can’t clearly state the purpose of the organization and how they are going achieve it, then the organization is disadvantaged.
Some organizations may use slightly different terminology but invariably the words cover the same broad concepts.
Organizational goals
Renowned management consultant, Peter Drucker, said organizational goals flow from the mission, and show the fundamental long-range direction of the organization. Goals are overarching and there should only be about 5 at the most.
Drucker used the example of an art museum:
Mission: To bring art and people together.
Goals
1. To conserve the collections and inspire partnerships to seek and acquire exceptional objects.
2. To enable people to discover, enjoy, and understand art through popular and scholarly exhibitions, community education, and publications.
3. To significantly expand the museum’s audience and strengthen its impact with new and traditional members.
4. To maintain state-of-the-art facilities, technologies, and operations.
5. To enhance long-term financial security.
Organizational objectives
Drucker said building around mission and long-term goals is the only way to integrate short-term interests: “[Organizational] objectives are the specific and measurable levels of achievement that move the organization toward its goals.”
Examples of organizational objectives:
• To reduce workplace accidents by 10% within the next 12 months through coaching all operational managers to implement the new procedure for training employees in workplace safety.
• To set up partner arrangements with customers by 10 June to provide solutions to ongoing customer dissatisfaction with new product performance.
So, this has summarized the organizational strategic planning process. The most effective ways to develop an annual communication plan are outlined below. In a sense, this is a wish list, because you have to find out how much funding is available for your annual communication plan. Such funding comes from your own budget and from sharing costs with corporate and operational business units. You may also engage in some communication activities at no cost to your budget because you are conducting the activities on behalf of other business units who agree to pay the costs. For example, you might share the cost of:
• sponsoring an event with the marketing department
• running an HR-based program like employee onboarding or retention
• using communication to help your production department coordinate its employee activities more effectively.
An example of all the cost being borne by another business unit might be the cost of materials used for communicating to all affected employees about a change of head office location.
You can read my detailed article about setting communication goals and objectives as part of your planning process: “Setting goals and objectives makes your PR planning more effective.” This will be helpful for setting and measuring the achievement of your communication objectives.
In addition, my article, “Use SWOT and PESTLE analysis for communication planning,” provides useful insights into situation analysis as part of communication planning.
Part 2.
Nine top ways to develop an annual communication plan
1. Carefully review the organization’s vision, mission, goals, and objectives.
This will help you determine how potential communication programs may best support each factor. You consult with the heads of corporate and operational business units to find out which of their business goals and objectives would benefit most from communication support. Item 9 below could help with this.
2. Meet with senior managers if it is difficult to connect communication with the corporate mission and goals or business unit goals.
Discuss organizational goals and the factors the managers think will determine whether the goals will be achieved or not. The key stakeholders relevant to those factors should be identified along with what the organization wants the stakeholders to do and when this needs to be done. Then you can support the business goals by identifying how communication activities can be used to reach the key stakeholders, and influence their attitudes, behavior and decisions.
To link communication goals and objectives to business goals and objectives, important questions can be asked such as:
• What are we aiming to achieve, and what communication activities can best support these aims?
• How are stakeholders likely to respond to management decisions?
• What response does management want from target stakeholders?
• How can communication programs help to influence these responses?
• How can communication be more effective than other alternatives such as marketing and legal responses?
3. Conduct a SWOT and PESTLE analysis to examine the internal and external operating environment.
This type of analysis may have already been conducted by management as part of the corporate strategic planning process. SWOT refers to strengths, weaknesses, opportunities and threats, while PESTLE refers largely to the external environment such as political, economic, social, technological, legal and environmental factors. You should especially seek to analyze the apparent attitudes of stakeholder groups such as customers, shareholders, government regulators, etc, towards the business unit or organization. If this specific information is not available, refer to more general research about the issues and trends in the industry. You can read more about SWOT and PESTLE analysis in my article, “Use SWOT and PESTLE analysis for communication planning.”
4. Conduct a communication audit to obtain stakeholder feedback.
You can conduct all or some of the steps in a communication audit to find out the attitudes and concerns of internal and external stakeholders. For instance, when you meet with business unit managers to discuss their priority goals and objectives, you can ask them about their biggest foreseen challenges in the year ahead. This discussion can reveal many important and often unwritten issues. Rather than trying futilely to shift communication higher up their agenda, use communication to address the issues that are already at the top of their agenda. Find out what is causing them pain, and then show how communication can solve their relevant problems.
Good questions to ask are:
• What will be the most important issue to you/your area in the next 12 months? Describe the issue/situation in detail.
• If nothing changes, what impact would the issue/situation have on you?
• What difference will it make when this is resolved?
• What do you believe is the best way to resolve this issue or situation?
• What area under your responsibility are you most satisfied with? Least satisfied with?
In considering those issues, work back from the desired outcomes. Focus the managers on clear and measurable business outcomes such as increased cooperation between departments, identification of cost reductions, the removal of bottlenecks. All these affect performance. Problem areas could include such things as poor quality of goods and services, low customer satisfaction or retention rates, poor cross-selling or high staff turnover. Communication activities can directly improve the efficiency of these operational areas in many cases. Meet again with those managers to ensure they support any proposed communication actions relating to them that will be contained in your annual communication plan.
You should use these occasions as opportunities to learn as much as possible about the operational areas so you can gain a better understanding of the internal and external environment. Communicators are notorious for not making the effort to know the operations well, so operational managers will be impressed if they see a communicator making the effort. This makes you vulnerable to criticism from operational managers who just see corporate communication as a head office overhead while they do the hard work of earning the revenue. Your time spent getting to know operational functions will help to change their attitudes. Ask them about the marketplace, their competitors and current and future technology. Get to know the internal operating environment as well – resources, infrastructure, products and customers.
5. Examine the business and marketing plans of all operational areas.
Consider the business and marketing plans in relation to the organizational mission and goals and also in relation to divisional and business unit goals. These will be a very revealing source of the intentions, assumptions and priorities of those key areas.
6. Review your current and previous communication programs to assess their merit.
Aspects of current and previous programs are likely to have been around for some time because they may be ongoing or may have been funded for the balance of the financial year. Some of those programs may still have merit.
7. Compare the communication programs run in other organizations.
Peers in respected communication departments in other organizations (they don’t need to be in your industry) are usually helpful if you tactfully seek their assistance. Also, details of award-winning programs in other organizations may be available publicly from industry bodies.
8. Use your previous experience as a guide to desirable programs.
From your own observations over time, you will have an idea of the types of activities that would be relevant and have been effective elsewhere. When I started as the corporate affairs manager of a company, I was the sole staff member in the department at first. The person I replaced was a former journalist who had no idea of developing an annual communication strategy, so I had to rely mostly on my own experience to drive activities during my first year. If you have previous experience as a PR staff member, you can draw on what you have learned to start developing an annual communication plan.
9. Identify the business strategies with the best potential to increase profitability and which also have the best potential to be improved by communication.
The magic matrix
I’ve saved the best until last! The “magic matrix” I describe here enables you to decide which business strategies you can make your highest priority to support because they are likely to be (a) the most profitable and as well as (b) the most likely to benefit from your communication support at the same time. Once you understand how the matrix works, you can apply the principle to many situations to determine which organizational activities will be the most worthwhile for investing your communication resources. What’s more, if you explain your thinking to top management, they will be hugely impressed with your sophisticated approach. Usually, matrices are used by smart thinkers, so this will reflect well on you!
Applying the magic matrix in your work is a great method to help decide which communication activities should be a priority. Here’s how it works. Firstly, you identify the business strategies that have the greatest potential to increase the company’s profitability, which you show on the horizontal axis. You can either inspect the business strategies yourself and make your own decisions about this, or you may also consult your senior managers to get their guidance.
Case study
Let’s use a hypothetical example of Beyond Supermarkets, a big grocery retailer. The business strategies used in the matrix actually comprise a real-life example from a retailer, word-for-word. As a result of its corporate strategic planning, the company decided that its four key growth strategies for the next financial year would be:
Beyond Supermarkets: key growth strategies for next financial year
1. Range change – Improve on-shelf availability for customers and tailoring product ranges.
2. Improved value platform – Fewer, more compelling offers with better availability and clearer in store messaging.
3. Store investment – Significant capital investment in both new stores and store refurbishments.
4. Fresh food focus – Fresh produce end-to-end supply chain review to help deliver an improved quality product for customers.
Step 1
After consideration and consultation with senior managers, you believe the growth strategies can be categorized as high, medium and low potential for profitability during the next financial year. The matrix shows the potential impact of each strategy along the horizontal axis.
The numbers for the growth strategies are shown in the relevant boxes. The return on investment for capital expenditure on stores (growth strategy 3) is not going to show an immediate return; it might take a couple of years before this investment starts to pay off, so you allocate this strategy to the “Low” box. You believe growth strategies 2 and 4 will offer medium financial return in the next financial year, while growth strategy 1 is likely to offer a higher return for that period, as shown in the boxes.

Step 2
After completing Step 1, you analyze with your team the likely prospects of communication activities being able to influence the four growth strategies in the coming financial year. You agree that your communication efforts are likely to have the most impact in helping to maximize the financial return on growth strategy 1, so you put 1 in the “High” box in the vertical axis.
In a similar way, you analyze the prospects for the other growth strategies to benefit from communication activities, and put them in relevant boxes in the vertical axis. You would give a higher priority for communication support to growth strategies 2 and 4 than to growth strategy 3 because the potential financial impact of growth strategy 3 is only low for the next financial year.

Once you get the hang of the magic matrix, you will be able to use it for decision-making in many different situations. For instance, as some non-financial goals of the organization could have a high impact on its ability to operate, a similar matrix to the above could be prepared on the basis of the potential political, environmental or social impact of its operations and the potential for communication programs to have an impact on those goals.
A similar matrix could be developed for government organizations based on, say, the potential impact of efficiencies (or effectiveness) and the potential for communication programs to have an impact on those efficiencies (or effectiveness).

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