Our experience is with organizations who have upwards of 10,000 e-mail users, often scattered across the world.  We've never tried applying these methods in smaller companies (say, < 1,000 users), so the assumptions we make here are based on large payoffs.  As a general rule of thumb, you can probably expect to achieve $500 to $1,000 per user benefit per year; as a heuristic, we use $100 per user per annum as  an appropriate cost to spend on these kinds of programs.

     Organizational change is about changing each individual, one at a time.  Just as the tortoise beat the hare, the slow-and-steady approach that reaches people at the level of their unconscious, their values and their psyches is more likely to be successful that attempting to coerce or buy their behavior.  Money, it turns out, is a poor motivator

	Internal communications campaign, leveraging traditional (paper) media to communicate a coherent and progressively more sophisticated suite of messages, all linked together with common themes,
	Multi–media presentations, using both group and desktop delivery of information rich and entertaining messages using the latest video, sound and e-mail and browser technology, for presentation to groups of employees, large and small, and for individual "just in time" education,
	Identify and reward the most visible changes among employees, reward those who make the most dramatic changes, and hold them up as models to be emulated by other employees, and
	Regular measurement of important performance criteria to assure the targeted behavioral changes are, in fact, taking place among ever-growing populations of the entire employee base.

	Each cyclic message must serve a role in the overall aggregate messages being conveyed, instead of just merely standing on its own. It must contribute the "arc,"
	Each cycle (save the first) should reinforce the messages conveyed in earlier cycles,
	Each cycle should contain "set up" information that establishes requisite preliminary conditions for future cycles, and
	Each cycle should cover one or more unique topics that contribute to the overall goals of the program, and have the integrity to stand alone and still be comprehensible.

You'll need to define, document and review the overall "arc" of messages and make sure they're consistent with other organizational policies and standards.  To do this well, you have to plan for enough successive cycles to make a whole program; you'll probably want to plan for a dozen or more cycles, even though you'll probably only execute the first six  bimonthly cycles in the first year.

	Posters that remind people about some aspect of e–mail effectiveness. Each new phase of the campaign will best be initiated by by another poster; all posters will bear a family resemblance and form the basis of the program identity in employee’s minds. Done right, these posters (we like the small, 8-1/2-by-11 size) will become collectors items among employees…and that value will transfer into constant reminders of the desired behaviors you want to elicit.
	Newsletters, either as a stand-alone periodical, or an insert, supplement or regular feature in existing house organs. Use each article to explain a key feature of e–mail effectiveness, provide how–to guidelines and advice, and appeal to the intellectually curious. Graphically, the newsletter should capture the same "look" as the associated poster for the campaign of the moment. Incidentally, newsletters should be published on paper, although you may also co-publish as an e-mail. Using e-mail only to change e-mail behavior is not very effective; it smacks of "waging war to ensure the peace."
	Audio Tapes, recapitulating newsletter content.  These are ideal for commuters, and packaging should mirror the contemporaneous poster design.  Some people actually learn better by hearing the information than reading it.   A healthy campaign will provide ways for people to hear the why and how of change; use the cassette case or wrapper to deliver some bullet points that the listener can refer to after they get to the office.
	On-line Demonstrations, using the inexpensive multimedia like Lotus' ScreenCam or Microsoft's Camcorder. These products allow you to capture step-by-step, how-to examples by recording your mouse movements and keystrokes, and the consequent screen changes.  You annotate the demonstration with synchronized speech and with text captions (for those without a way to play sound on their computers). These are great tools for "just–in–time" education delivery, showing just the technique or skill this employee needs at this moment, using the user's own computer for display. They can be downloaded and played back by any user after they’ve heard the audio tape and read the newsletter. And, they can play them back as a refresher anytime in the future. Be sure to build a process that updates these on-line movies whenever the mail system is upgraded, and offer an on-line catalog where they're all stored.

     You can save some money by shooting and editing several separate stories at the same time.  If you've gotten scripts professionally written, you can shoot all the clips out of sequence and assemble them in the video editing room or on a multimedia development workstation later.  As a general principle, if you're consuming one new program every two months to remain in synch with the rest of the campaign, you should have the next three "in the can" at all times.  You'll probably produce them in batches of two to four at a time.  And, leave plenty of time to test them with representative audiences:  By knowing what you're trying to change, you can measure for those changes, and "tune" the presentation to make sure you more reliably get the responses you plan for among the audience at large.

	Average number of messages received per business day, per employee . Your goal is probably to drive this down, although if the number goes up and end-user satisfaction improves, you can bet that the fraction of messages that are meaningful and useful has risen.
	Average number of iterations for an e-mail exchange. You probably want this to go down over time, as people become progressively more proficient at communicating what they want and responding with what's wanted.
	Average number of addressees per message. Again, you probably want this number to decline over time as people become more selective about using addresses and restrain their impulse to "send to everybody."
	Average length of messages. If messages are shorter, they're probably more focused and liable to elicit a more focused response.
	Mean time to response. By measuring the time between the origination of a message, and the response it elicits, we can show that people have become more attentive to their e-mail, making it easier to solve mission-critical problems on-line.

     Each organization is unique, and the criteria you select to measure must be closely aligned with the mission and vision of your organization.   It's worth identifying both primary and secondary measurements:  Primary measurements are those that can be directly related to cost benefits to the organization (e.g., "a 0.1% decline in the average number of internal e-mail messages represents $100,000 in recovered employee productive time").  Secondary measurements may not be easily related to monetary returns, but are the "icing on the cake," the opinions or other "soft" payoffs that will support your assertions to management that your measured cost savings are conservative.