8 tips for a successful internal ambassador program in a transformation project

One of the main issues for large companies in deploying transformation strategies is the embodiment and dissemination of messages to the greatest number of people.

HR Strategy

internal ambassador

By Mathieu FLAIG

Director of HR Strategy & Transformation

Why develop an internal ambassador program?

All too often, the central organization makes a decision, disseminates information and thinks that simply relaying it on the company’s collaborative spaces will be enough for it to be read, understood and integrated.

In reality, this logic clashes with several realities:

  • A perfectible commitment to Intranet-type spaces
  • Limited formats of information dissemination to employees who have become accustomed to multiple content in their personal lives
  • Possible distrust of a central agency by local entities
  • A lack of personalization in the message and in the impact it has on the daily life of a business, a unit, or even an individual
  • A lack of support for change or training around a new approach.


To address these issues, one of the areas to be developed is the implementation of an internal ambassador program.

The internal ambassador program will:

  • Promote the link with local businesses and entities
  • Optimize the dissemination of information
  • Adapting messages to the different interlocutors
  • Accompanying change on a daily basis.


The implementation of an internal ambassador program requires respecting a few rules

So here are my 8 tips on the subject, in a context of transformation:

  1. An Ambassadors program must be engaging: an Ambassador position is earned through investment, it should not be a status. Ambassadors must be removed and added regularly, and validated on strict criteria.
  2. Managers must be involved in the process: managers must be acculturated to the subject and understand the strategic stakes, validate the active participation of employees, and be themselves part of the program.
  3. An ambassadors program must be animated: a dedicated person (and at least one substitute) must be able to animate the program on a daily basis: internal social platforms, webinars, events…
  4. All professions and levels must be represented: an identified sponsor within the COMEX, a fair distribution according to professions, sessions mixing employees and managers… Transversality is the key to an agile transformation.
  5. The contribution for the ambassadors must be perfectly defined: the participants must have a clear and precise vision of their interest in this investment: dedicated training, time granted, internal valorization…
  6. The ambassadors must be provided with tools: Employee Advocacy platforms, communication supports in advance on the subjects to be carried, graphic identity and values for the ambassadors…
  7. Digital / agile transformation needs to be perfectly defined: we all know the principle of internal transformation, but how exactly do we define it in our organization? This is essential to move the ambassadors in a common direction.
  8. The cultural evolution must be accompanied: in a context of adaptation to permanent change, the rules must be re-specified: what is change at the moment? What is the mission of the ambassadors? For what ROI?

As with many transformative actions, execution is more important than the initial intent. In order to achieve high-impact results, energy and resources must be put in place over time.

If you want to build or accelerate your internal ambassador program, please contact us.

Contact the author of this article

Mathieu Flaig

Mathieu Flaig

Director of HR Strategy and Transformation

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