Q: How should
internal communication be adding value to the business?
A: Internal
communication is a means to an end, not an end in itself — and
part of its rationale is to help turn strategy into action by engaging,
informing and directing employees. Start with your business strategy — what
does it require employees to think, feel and do?
For example:
- Focus on the customer and understand the market issues.
- Understand strategic and business priorities — where they fit in, and how they can contribute.
- Feel part of one organisation, confident about progress and positive about achievements.
- Collaborate — understand how different parts of the organisation serve the customer and collaborate and cooperate more effectively across units.
So, ask yourself how internal communication will
help that happen. What activities will be needed?
How will you measure that the activities are
producing the shifts in employees understanding,
feeling
and behaviour that are needed
to deliver
the business
strategy?
Bill Quirke is one of the leading authorities on internal communication and the management of change. He is Managing Director of Synopsis, a specialist internal communication consultancy whose clients include British Airways, Vodafone, Intel, Shell, BBC, Diageo, UBS Group, AstraZeneca, Pfizer, Rolls-Royce, Unilever and Whitbread. Prior to founding Synopsis, Bill was a Director of Burson–Marsteller, where he worked on global projects and led the European change communication practice.