Background
The client was a large employer with over 100,000 employees dispersed across Canada and around the world. It was a large, complex organization that managed billions of dollars in spending.
Vision2Voice was hired by the Chief Financial Officer as part of a project to address problems with internal financial controls. Financial controls are processes that make sure financial statements are accurate. The purpose of internal financial controls is to ensure financial statements are accurate while also providing assurance that transactions are properly authorized, financial records are properly maintained, assets are safeguarded from risks such as waste, abuse, loss, fraud, and mismanagement, and ensuring applicable laws, regulations, and policies are followed.
The Challenge
About 8,000 employees in the organization were issued credit cards to make purchases such as office supplies, equipment, training, and hospitality. There were several rules and policies governing the use of the cards. These were part of the financial controls in place to prevent fraud, but more importantly, to ensure that financial reports and statements were accurate. An audit found that the credit card policies were not adequately communicated, which put the program and financial controls at risk. However, the problems were really much bigger.
The Solution
We developed an integrated change strategy to strengthen the credit card program by raising awareness, clarifying responsibilities, and improving compliance. At the core was clear, user-centric content that made information easy to find and apply, paired with consistent communications to drive behaviour change.
Core elements included a cardholder handbook, intranet content, training, and job aids, supported by townhalls, intranet features, leadership toolkits, and targeted emails. Leaders stayed engaged through dashboards, monthly reports, and bi-weekly working group meetings, while new channels between the head office and regional finance teams enabled ongoing dialogue and alignment.
By combining education, leadership engagement, and two-way communication, the strategy increased compliance, reduced errors, and strengthened financial controls across the organization.
The Scope
Change communications strategy
Designed a comprehensive strategy to change behaviour and support a new way of working.
Educational materials
Developed and delivered core educational and reference materials for cardholders.
Awareness campaigns
Created supporting communications to build awareness and adoption.
Leadership tools
Provided leadership with tools, reporting, and engagement opportunities.
Feedback channels
Established feedback and dialogue channels between central program managers and regional finance teams.
The Results
Strategic Impact
The initiative not only addressed audit findings but also created a sustainable framework for program compliance. By embedding clear information, leadership oversight, and two-way communication, the organization strengthened its financial controls, reduced risk, and improved employee confidence in using the credit card program.
Here's what the client gained:
- Stronger compliance with policies and legislation.
- Reduced errors and financial control risks.
- Clear, accessible resources for cardholders significantly reducing the burden on the team managing the program.
- Improved alignment between the head office and regional teams.
- A sustainable communication framework to support ongoing program management.
