61% of organizations have no formal change communication strategy despite ranking it as their most pressing need

Gallagher (NYSE:AJG) published its 2026 Employee Communications Report on March 10, 2026, finding 61% of organizations lack a formal change communication strategy and 83% see growing information overload.

Rhea-AI Summary

Gallagher (NYSE:AJG) published its 2026 Employee Communications Report on March 10, 2026, finding 61% of organizations lack a formal change communication strategy and 83% see growing information overload.

The survey of 1,300+ communications and HR professionals across 40 countries links high message volume to a 30% rise in leader trust risk and a 24% increase in burnout risk, and highlights resourcing, budget and AI governance gaps.

Positive

• Survey covers >1,300 professionals across 40 countries
• Identifies clear metrics for communication risks: trust +30%, burnout +24%
• Highlights actionable gap: 61% lack formal change communication strategy
• EVP adoption metric: 15% have active, socialized EVP

Negative

• 61% of organizations have no formal change communication strategy
• 83% of respondents report growing information overload
• 69% of firms have fewer than six comms staff
• One in three companies report no budget for internal communications
• 75% describe AI maturity as ad hoc or "discussion only"

Argus Mar 10 session

-2.78% close to close Open Argus

Details

News Market Reaction – AJG

On Mar 10, the day this news came out, AJG closed 2.78% below the previous close.

Data tracked by StockTitan Argus for the Mar 10 session.

Market Context

This announcement highlights findings from Gallagher’s 2026 Employee Communications Report, emphasiz...

Analysis

This announcement highlights findings from Gallagher’s 2026 Employee Communications Report, emphasizing that 61% of organizations lack a formal change communication strategy and that information overload is a growing concern for 83% of respondents. Compared with Gallagher’s recent AI and workplace surveys, it reinforces a consistent focus on organizational risk and people strategy. Investors may watch how Gallagher leverages these insights in its consulting offerings and future corporate updates.

Key Figures

No change strategy: 61% Survey respondents: 1,300+ professionals Information overload concern: 83% +5 more

No change strategy

61%

Organizations without formal change communication approach

Survey respondents

1,300+ professionals

Global Employee Communications Report sample across 40 countries

Information overload concern

83%

Respondents seeing information overload as a growing problem

Leader trust risk rise

30%

Increase in leader trust risk in high-volume communication settings

Burnout risk increase

24%

Increase in burnout risk tied to communication overload

Small IC teams

69%

Firms with fewer than six people in a communications role

IC budget threshold

$20,000

One in five companies allocate less than this for internal communications

Active socialized EVP

15%

Organizations with an active, socialized Employee Value Proposition

Historical Context

5 past events · Latest: Mar 03

5 events

1. Mar 03

   Investor meeting notice

   24h Move

   +0.2%

   Announcement of virtual quarterly investor meeting with management presentations.

2. Feb 26

   M&A acquisition

   24h Move

   +3.3%

   Acquisition of German broker Krose GmbH & Co KG to expand European presence.

3. Feb 24

   IR leadership change

   24h Move

   +1.0%

   Appointment of long-tenured executive Sara Walsh as new head of Investor Relations.

4. Feb 24

   Talent move to peer

   24h Move

   +1.0%

   Former Gallagher IR leader joining Accelerant as Head of Investor Relations.

5. Feb 23

   AI survey results

   24h Move

   -1.0%

   Release of AI Adoption and Risk Survey highlighting expanding AI use and positive impacts.

24h Move is the share-price change in the day after each event; other market factors may also have contributed.

Key Terms

employee value proposition, evp, ai

3 terms

employee value proposition technical

"The enduring value of an Employee Value Proposition (EVP) While EVP ranks..."

A company's employee value proposition is the clear package of pay, benefits, career opportunities, culture and day‑to‑day experience it offers current and prospective workers — essentially the promise that convinces people to join and stay. For investors, it matters because a strong, believable package helps the company attract and keep the talent needed to grow, reduce costly turnover, and protect productivity and reputation, all of which influence profitability and long‑term value.

evp technical

"In fact, only 15% have an active, socialized EVP and over a third..."

An EVP (executive vice president) is a senior company officer who leads a major business area or function and helps set and carry out strategy, reporting directly to the CEO or other top executives. Investors watch EVP appointments or departures because these leaders drive day-to-day execution, influence future direction and risk, and can signal whether a company’s plans are likely to succeed — like a trusted lieutenant or quarterback steering plays on the field.

ai technical

"Governance gaps in AI integration While HR and IC professionals are keen..."

Artificial intelligence (AI) is technology that enables machines to mimic human thinking and learning, allowing them to analyze information, recognize patterns, and make decisions. For investors, AI matters because it can improve how businesses operate, create new products, or identify opportunities faster and more accurately than humans alone, potentially impacting company success and market trends.

AI-generated analysis. How Rhea-AI works. Not financial advice.

See more from StockTitan in Google Search and AI answers. Adds StockTitan as a preferred source · opens Google

Add on Google Not now

ROLLING MEADOWS, Ill., March 10, 2026 /PRNewswire/ -- In a business environment defined by constant change, Gallagher's 2026 Employee Communications Report found that change management is now the most valued communications skill among industry and HR teams.

However, a majority of companies are not investing into relevant strategies or resources to support a change management scheme; 61% of companies have no formal approach to change communication.

The global report, which draws insights from over 1,300 communications and HR professionals across 40 countries, also found that 83% of respondents believe information overload is a growing problem.

As internal teams come under more pressure, organizations are sending more messages to employees. Gallagher's findings show this approach is counterproductive; in high-volume communication environments, employees feel overwhelmed. The result is a 30% rise in leader trust risk and a 24% increase in burnout risk.

Keeping up with the pace of change

The report reveals a gap between expectations and capacity in internal communications (IC) and HR teams. As much as 69% of firms have fewer than six people in a comms role, regardless of whether the company has 500 employees or 50,000.

This resourcing pressure is compounded by budget constraints. One in five companies have less than $20,000 allocated for IC, and one in three have no budget for IC at all.

Against a backdrop of limited investment in tools, training and measurement, IC teams are stretched while being asked to deliver more. And as change becomes constant rather than occasional, under-resourced teams face an unsustainable challenge.

The enduring value of an Employee Value Proposition (EVP)

While EVP ranks as a top priority for many organizations, few have fully embedded it into day-to-day communications. In fact, only 15% have an active, socialized EVP and over a third (37%) do not have one in place at all.

The report also highlights that an EVP helps to address the challenges organizations face to drive consistency with frontline employees. Desk-based organizations are three times more likely to have a well-understood EVP than primarily frontline workforces, with in-person town halls proving most effective in frontline settings.

Governance gaps in AI integration

While HR and IC professionals are keen to embed AI in their workflows, 63% are still in an  experimentation phase, and 75% describe their AI maturity as ad hoc or "discussion only."

In stark contrast, just 5% report optimized integration. As AI readiness becomes a key point of interest, the lack of a clear implementation program and a defined governance code will present an administrative challenge for communication teams.

William F. Ziebell, Global Chief Executive Officer of Gallagher's Benefits & HR Consulting Division said:

"In a fluid business and technological environment, change communication, EVPs and AI tools are high on organizations' agendas. However, many companies do not have a clear plan for how to deliver on these priorities across the workforce. Without a structured approach, internal teams are increasing their volume, but if every message carries a sense of urgency, employees begin to tune out rather than listen closer. Ultimately, effective communication relies on giving IC and HR teams the resources to deliver the right message at the right time."

"The value of the human insights cannot be underestimated when seeking to improve engagement. Employees want to know their feedback is being heard and in-person events and townhalls are the best venue for this."

ABOUT THE EMPLOYEE COMMUNICATIONS REPORT

The report is based on data collected from over 1,300 respondents from organizations of all sizes, across 40 countries between September to November 2025. Developed as part of Gallagher's ongoing series of global communications trends continuing the State of the Sector survey and building on themes for the last 18 years. The mixed-methods approach, combining survey insights with qualitative data from roundtables and focus groups, ensures the trends identified are both wide-reaching and deeply contextual.

ABOUT GALLAGHER

Arthur J. Gallagher & Co. (NYSE:AJG), a global insurance brokerage, risk management and consulting services firm, is headquartered in Rolling Meadows, Illinois. Gallagher provides these services in approximately 130 countries around the world through its owned operations and a network of correspondent brokers and consultants.

CONTACT:   
Mary Schwartz, Gallagher
847.378.5893
mary_schwartz@ajg.com

 

View original content to download multimedia:https://www.prnewswire.com/news-releases/61-of-organizations-have-no-formal-change-communication-strategy-despite-ranking-it-as-their-most-pressing-need-302709190.html

SOURCE Gallagher

FAQ

AI-generated questions and answers. How Rhea-AI works. Not financial advice.

What did Gallagher report about change communication and AJG on March 10, 2026?

Most organizations lack a formal change communication approach, raising risks to engagement. According to Gallagher, 61% of firms have no formal strategy, contributing to higher trust and burnout risks as message volumes increase across workforces.

How does the AJG report quantify the impact of high-volume internal messages on employees?

High-volume internal messaging correlates with measurable increases in trust and burnout risk. According to Gallagher, surveyed firms show a 30% rise in leader trust risk and a 24% increase in burnout risk tied to information overload.

What resourcing and budget constraints did Gallagher highlight in the AJG report?

Internal communications teams are understaffed and underfunded, limiting change capacity. According to Gallagher, 69% of firms have fewer than six comms staff, one in five have < $20,000 IC budgets, and one in three have no IC budget.

What does the AJG report say about EVP adoption and frontline communication effectiveness?

EVP adoption remains low but matters for frontline consistency. According to Gallagher, only 15% have an active, socialized EVP while 37% lack one; desk-based teams are three times likelier to understand EVP than frontline workforces.

How mature are organizations in adopting AI for internal communications, per AJG?

Most organizations are in early or experimental AI stages for communications. According to Gallagher, 63% are experimenting with AI, 75% report ad hoc maturity, and only 5% report optimized integration or governance programs.