Client Story

Our client is a global manufacturer in the defense industry: air, land, naval, and security. There, public communication directly impacts reputation, trust, and long-term business outcomes.

As the organization grew, the client was faced with increased decentralization. Operating in such a highly sensitive and regulated industry, our client urgently needed to overhaul their communication strategy and tools.

With Sprinklr as the foundation, we focused on transforming from fragmented communications into a structured, scalable operation capable of supporting the organization’s global brand and long-term objectives.

Challenge

Solution: Plan – Activate – Analyze model

To address the initial challenges, we structured the transformation around a single operating model: Plan, Activate, and Analyze.

This operating model created a shared structure across markets and departments while allowing flexibility in how teams worked locally. It ensured that communication was planned with global visibility, activated through clear roles and approvals, and analyzed in the context of public opinion and strategic outcomes. Most importantly, it provided a consistent foundation upon which adoption, governance, and change management could be built.

The “Plan Activate Analyze” framework

Multilayered approach: making change possible

The first step was auditing the strategy and collaboration across departments and markets. Rather than assuming a one-size-fits-all approach, we conducted a F2F workshop that audited teams’ needs, wishes, and abilities. This created a shared understanding of where different parts of the organization stood and set realistic expectations for adoption.

The first step was auditing the strategy and collaboration across departments and markets. Rather than assuming a one-size-fits-all approach, we conducted a F2F workshop that audited teams’ needs, wishes, and abilities. This created a shared understanding of where different parts of the organization stood and set realistic expectations for adoption.

As complexity was a substantial roadblock to platform adoption, we started with simplifying the language that organization talked about change; we took the RACI model and adapted it to enterprise communication workflows. Now, when it came to structure, there were two clear roles and functions: Contributors and Facilitators. Contributors were responsible for planning, creating, and analyzing communication, while Facilitators held accountability for approvals and final publication

To support the technological side of platform adoption, we introduced a Crawl – Walk – Run model. While the employees were exposed to the platform in one go to encourage early adopters, every piece of technology was workshopped incrementally, allowing teams to build confidence step by step, aligned with their maturity level and responsibilities.

Finally, conscious of the platform complexity, user experience was tailored to role and function. Interfaces were simplified, so users only saw the tools and features relevant to their responsibilities, lowering the barrier to adoption.

All these layers enabled clear and accessible conversations on adoption progress.

As complexity was a substantial roadblock to platform adoption, we started with simplifying the language that organization talked about change; we took the RACI model and adapted it to enterprise communication workflows. Now, when it came to structure, there were two clear roles and functions: Contributors and Facilitators. Contributors were responsible for planning, creating, and analyzing communication, while Facilitators held accountability for approvals and final publication

To support the technological side of platform adoption, we introduced a Crawl – Walk – Run model. While the employees were exposed to the platform in one go to encourage early adopters, every piece of technology was workshopped incrementally, allowing teams to build confidence step by step, aligned with their maturity level and responsibilities.

Finally, conscious of the platform complexity, user experience was tailored to role and function. Interfaces were simplified, so users only saw the tools and features relevant to their responsibilities, lowering the barrier to adoption.

All these layers enabled clear and accessible conversations on adoption progress.

Our enablement

To bring this framework to life and properly onboard the organization, we led a series of structured workshops and training sessions across markets and departments.

Prior to platform rollout, we facilitated cross-department and C-level workshops to aggregate communication needs, priorities, and expectations, creating a shared foundation for the implementation.

This was followed by extensive module-specific – e.g., Social Publishing – training sessions for Contributors and Facilitators separately to support role clarity and accountability.

Adoption was further reinforced through bi-monthly, in-person sessions with communication leads, focused on progress reviews, hands-on guidance, and open Q&A.

Impact

Within nine months, approximately 48% of all communication activities were managed end-to-end through Sprinklr, marking a substantial shift from fragmented, manual processes to a structured, scalable operating model.

Through addressing the real reasons of change resistance with simplified processes, continuous and tailored live support, the organization gained increased visibility, reduced risk, and a sustainable foundation for centralized communication. All that without sacrificing local execution or autonomy.