The Five Key
Trends
Defining
Internal
Communication
in 2013
5 Key Trends
1. Digital communication
2. Global communication
3. Measurement
4. Operating model
5. Change
6. A small exerc...
1. Digital
Communication
Digital Communication
• The emergence of the “digital communication manager”
who bridges the gap between comms and IT
• Th...
2. Global communication
Global Communication
• Balancing consistency vs cut-through
• Trust regional reps to do what’s needed
• Can sometimes be c...
3. Measurement
Measurement
• Time to stop with the excuses
• If you’re serious about being taken seriously, you need
the numbers
• Someti...
4. Operating
model
Operating model
• Centralised/decentralised
• Generalist – specialist – generalist
• “Seat at the table”
• It’s a good tim...
5. Change
Change
On that note...
... time for a change ...
... of presenters!

But before I hand over...
Room assessment
• Nominate your top three issues in your table groups
• Chose from the four I’ve presented, or add somethi...
Melissa Dark, MA, ABC

mdark@melissadark.com.au

www.melissadark.com.au
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The Five Key Trends Defining Internal Communication in 2013

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This presentation was delivered by Melissa Dark of Melissa Dark & Associates at the IABC Victoria Internal Communications Masterclass in October 2013.

Published in: Business, Technology

The Five Key Trends Defining Internal Communication in 2013

  1. 1. The Five Key Trends Defining Internal Communication in 2013
  2. 2. 5 Key Trends 1. Digital communication 2. Global communication 3. Measurement 4. Operating model 5. Change 6. A small exercise
  3. 3. 1. Digital Communication
  4. 4. Digital Communication • The emergence of the “digital communication manager” who bridges the gap between comms and IT • The need to meet the expectations of employees who increasingly consume media online, outside of work • Graphics, video, gamification - content as entertainment • The need to give up control – making the switch from “controller” to “facilitator” • The challenge of making it happen!
  5. 5. 2. Global communication
  6. 6. Global Communication • Balancing consistency vs cut-through • Trust regional reps to do what’s needed • Can sometimes be caused by not having solid key messaging established as part of strategy • Again, it’s about being facilitators, not controllers
  7. 7. 3. Measurement
  8. 8. Measurement • Time to stop with the excuses • If you’re serious about being taken seriously, you need the numbers • Sometimes, measurement is much easier than we think (and sometimes it’s not!) • Yes, it’s not always about numbers – what are we going to do about that?
  9. 9. 4. Operating model
  10. 10. Operating model • Centralised/decentralised • Generalist – specialist – generalist • “Seat at the table” • It’s a good time to be an internal communications professional
  11. 11. 5. Change
  12. 12. Change On that note... ... time for a change ... ... of presenters! But before I hand over...
  13. 13. Room assessment • Nominate your top three issues in your table groups • Chose from the four I’ve presented, or add something new • Digital communication • Global communication • Measurement • Operating model • ??? • Scribe at each table to create the list • I’ll collate and share results
  14. 14. Melissa Dark, MA, ABC mdark@melissadark.com.au www.melissadark.com.au
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