The Internal Communication function has matured in recent years, and during this growth it has changed shape and taken on new roles and skills. What does this mean for internal communicators and their teams, and for organizations going forward? In this webinar Andrew Blacknell draws on his insight, recent research and case studies to help communicators understand how and why it has changed, and what the role might look like in the future. Andrew also talks with Elaine MacFarlane, VP, Global Internal Communications at GSK, to get a view of internal communications from inside GSK. What you will take away: - How Internal Communication is maturing as a function - How the changing structure of organizational comms impacts IC - The benefits of comms technology for IC strategies - The importance of investing in line manager / leadership comms - Defining benchmarks to measure IC success

1. The Changing Role and Shape of Internal
Communication
Andy Blacknell, Blacknell
Ventures

2. EMPLOYEE
ENGAGEMENT
Interactive Emails
SOCIAL
CONVERSATIONS
Interact and
Engage Employees
INSIGHT &
MEASUREMENT
Understand
Communication
Performance
DISTRIBUTION
TEAM
COMMUNICATION
Alligned & Branded
Local Comms
EVENT
REGISTRATION
Event calendaring
made easy
INTERNAL
CONNECT
Newsweaver Internal Connect

3. 400 blue-chip and FTSE 100 organizations in 97 countries use Newsweaver Internal
Connect to help them inform, engage and inspire employees

4. Elaine Macfarlane
Vice President Global Internal Communication, GSK
Website: www.gsk.com
Twitter hashtag: #nwwebinar
Andrew Blacknell
Change & Communication Consultant, Blacknell Ventures
Website: www.blacknellventures.com

5. Agenda
 Spotlight on GSK
 Role & Shape
 Channels
 Some predictions
 Q&A
5

6. To view the full webinar click here
To see how Newsweaver can work for you
Visit http://www.newsweaver.com/
Or contact sales@newsweaver.com to book a live demo

7. Spotlight on GSK
Elaine Macfarlane
Vice President
Global Internal Communication

8. Why did we introduce Shared Services for IC?
– Recession
– 20% cost reduction target set for all support functions
– Very variable spread of communication resource
– Draw all communicators into a single group
– People “stuck” in same role for years
– Agency model
8

9. What went well?
– No more hidden comms people
– Complete transparency
– Improved capability e.g. in digital
– Highlighted weaknesses very quickly
– Able to undertake much greater volume of work
9

10. The main elements of the Shared Services Model
10
Strategic
Business Leads
Account
Managers
Centers
of Excellence
(Digital
Meetings & Events)
GIC

11. What went well?
– No more hidden comms people
– Complete transparency
– Improved capability e.g. in digital
– Highlighted weaknesses very quickly
– Able to undertake much greater volume of work
– More scrutiny of communication deliverables across the business
– Able to review whole year with Exec team
11

12. Challenges
– Loss of reporting line
– Steady state for six months
– Service level agreements
– Career progression / capability of team
– Matching the right role to the right person / skillset
– Standardized, disciplined ways of working
– Central role for monitoring and project management
(spreadsheets!)
– Deputy for “bigger clients” (HR)
12

13. What’s next?
– Digital and meetings / events CoE
– Constructive relationship with IT
– Three tiers of service
– Growth of sub-specialities and improved career paths
– Standardization and improvement
– Supplier management / cost saving
– Account management – coalescing across the business
– Capability building - business partnering and digital
– Measurement
– Email penetration
– Sharepoint 2013 / online experience
– Responsive website for Android devices / auto-translate
– Client satisfaction and Outcomes
13

14. Role & Shape

15. Function is more mature
0%
10%
20%
30%
40%
50%
60%
70%
80%
Respected
Aligned
60%
72%
57% 68%
2013
2011
2013 Technology in Internal Communication, Newsweaver/Melcrum
15

16. Expectations are higher
0%
5%
10%
15%
20%
25%
30%
35%
Demonstrate ROI
Investment
26% 29%
23%
31%
2013
2011
2013 Technology in Internal Communication, Newsweaver/Melcrum
16

17. If you measure up….
0%
10%
20%
30%
40%
50%
All
Those who can measure ROI
29%
50%
2013 Technology in Internal Communication, Newsweaver/Melcrum
Organizations who can measure ROI are almost twice as likely to be
satisfied with the level of investment made in IC
17

18. IC Service-Delivery Model
Global Head
of IC
Centre of
Excellence
Digital
Meetings &
Events
Traditional
Shared
Services /
Delivery
Intranet
All other
channels
Service
centre
Business
Leads /
Partners
Generalists Strategists
New technology
18

19. Stages of IC Transformation
Not involved Imagining Inventing Implementing Improving
• No IC Function
• Distributed and
variable
• channels
• capability
• Administrative
• National/Global IC
Network
• Sharing of best
practice
• Proof of concept
• Pressure to do
“more for less”
• IC as business
value driver
• Global IC strategy
and processes
• Business case for
IC investment
• Common channels
and technology
• Use of common
measurement
• IC service delivery
model (business
partners, service
centre, centre of
excellence)
• Specialisms and
career paths
• Introduction of new
consistent
technology
• Partnerships
• Technology
upgrades
• Service level
agreements
• IC Benchmarks
• “Everyone in” / no
IC capability outside
of the function
• Outsourcing
19

20. Channels

21. How effective is social?
21

22. The email blindspot
22

23. 23

24. A Case Study
Business
change
Segmentation
Launch
Measures
Review
Revise
24

25. Some Predictions

26. Looking Ahead
• Benchmarks
– open and click through rates by sector, topic and activity
– content engagement index
– measures of contribution to intellectual capital /
endorsements
• More technology
• Outsourcing
26

27. Which path will IC Function take?
High-performing, strategy-setting
• IC Leads and sets direction /
partners with business
• Highly skilled staff focused on
mission-critical roles / three
critical skills:
– Enabling leaders
– Digital / collaboration
– Measurement of ROI, outputs and
results
Low impact, low performance
• IC follows business
• Under-skilled staff who lack the
critical skills to make a business
contribution:
– Administrative
– Measure inputs and compliance
27

28. Define what IC needs to be great at to support the
business
Better
Worse
At
Parity
Needed
to Play
Needed
to Compete
Needed
to Win
COMPETITIVE
PERFORMANCE
STRATEGIC IMPORTANCE
Aligned
Strengths/
competitive
advantages
Weaknesses/
competitive
disadvantages
Basics that may
need upgrading
Surpluses for
reduction or
reinvestment
Gaps
Surplus
28

29. 1. New technology / digital
2. Change management
3. Branding
4. Business partnering
5. Consulting
6. Content development
7. Enabling Leaders
8. Business partnering
9. Resourcing
10.Social / collaboration
11.Employee Engagement
12.Measurement
13.Training & Development
14.Conference facilitation
15.Video
16.Culture creation
17.Print
18.Workforce Diversity
19.Contractor Management
20.Corporate Social
Responsibility
Better than
competitors
Equal to
competitors
Worse than
competitors
Needed to play Needed to compete Needed to win
IMPORTANCE
1
4
10
6
2
3
19
20
15
1213
14
7
9
18
17
8
5
11
PERFORMANCE
16
Define what IC needs to be great at to support the business
Gaps
Surplus
29

30. To view the full webinar click here
To see how Newsweaver can work for you
Visit http://www.newsweaver.com/
Or contact sales@newsweaver.com to book a live demo