The document discusses strategies for transforming internal communications (IC) functions within organizations. It provides data from a survey of over 700 respondents on current IC practices and challenges. The main points summarized are: 1. The survey found that IC functions that have long-term strategies in place are more confident in their channel use, more likely to be involved in strategic decisions, and more likely to be seen as trusted advisers. 2. Many IC functions lack the right tools and resources, with over half reporting budgets under $50,000. Adopting new technologies and tools is seen as important for engagement. 3. IC functions are transforming to focus more on strategic activities rather than administrative work. Larger IC teams are

1. Answering the Strategy call
Very few people plan to fail, but many fail to plan
Emma Hanley, Communications Specialist, Newsweaver
Andy Blacknell, Change and Communications
Consultant, Blacknell Ventures

2. 400 blue-chip and FTSE 100 organizations in 97 countries use
Newsweaver Internal Connect to help them inform, engage and inspire employees

3. Follow on Twitter:
#ICMatters
Andy Blacknell
Change & Communications Consultant, Blacknell
Ventures
Contact Andy
Email: andy@blacknellventures.com
LinkedIn: https://uk.linkedin.com/in/andyblacknell

4. THE PROFILE OF RESPONDENTS AND IC
The poll drew over 700 responses from a wide cross
section of organizations, company sizes and geographies including,
governments, banks, energy, gas and utilities, hospitals and
aviation companies.
4

5. 1. Develop strategic
capacity and competence

6. From
Profit
Hierarchies
Controlling
Fixed mindset
Planning
Privacy
Future trends
To
Purpose
Networks
Empowering
Growth mindset
Experimenting
Transparency
IC

7. say the department is viewed by senior leaders as trusted
advisers
say the department is seen as more of a trusted adviser to
senior leaders than in years past
55%

8. Have more than a decade
of experience in IC51%
Inside Insight 2016 VMA

9. 38%are involved in corporate
strategy

10. STRATEGY
One third of those within the 21% (7% of the total) reporting to “Other” responded
that they reported to the CEO, COO or some form of Strategy function, perhaps
reflecting the growing connection between IC and Strategy.
Which department do you report to?
Corporate
Communications
External
Communications
HR Internal
Communications
38% 2% 16% 6%
IT Marketing Other
1% 16% 21%
10

12. Those with a long-term strategy in place are..
More confident in which channel to use for which audience
More likely to be involved early in strategic decisions
More likely to be seen as trusted advisers by senior leaders
More likely to be involved in corporate strategy
33%
29%
29%
32%

13. IC Budget without a
long-term strategy
IC budget with a
long-term strategy
+25%

14. Get your Strategy on a Page
(SoaP)
• VISION – what is your big aspiration?
• GOALS – what will success look like?
• VALUES – what are your golden rules?
• RISKS – what may hold you back?
• OPPORTUNITIES – what may hold you back?
• NEXT STEPS - what will you do in the mid-term?
• CURRENT POSITION – where are you on the journey?

15. Home Depot’s Inverted Triangle
Customers
Front line associates
Field support
Corporate
support
CEO

16. 2. Provide communicators with
the right tools and resources

17. 53% have a budget under $50,000
30% have a budget of $50,000-250,000
17% have a budget over $250,000
(excluding salaries)

18. Do not currently use this channel

19. 95% agree that its important to measure IC but
67% say its difficult to do so
Main barriers to measurement:
1. Lack of tools (31%)
2. The organization does not understand
what to measure (21%)
3. Metrics are too difficult to get/IT will not run
the reports I need to generate the metrics (18%)

20. 53%don’t have the right tools

21. Having the right tools is an engagement
driver
Source: Global Workforce Study, Willis
Towers Watson 2014
tools,

22. 79%are considering, seeking or
taking a new job within the
next 12 months
Source: Inside Insight 2016, VMA

23. Source: Willis Towers Watson
Nestle & I - If they weigh in, they buy in….

24. Newsweaver Cross-Channel Analytics

25. Performance Management @GE

26. 3. Transform The IC Function

27. IC teams with more than 25
members increased from
4% to 23%
Inside Insight 2016 VMA

28. 45%of IC communications is
unplanned and ad-hoc

29. What Activities Are IC Spending Most Time On?

31. IC Service-Delivery Model
ditional
ed Services / Delivery
anet
other channels
vice centre
ness Leads / Partners
neralists
ategists
New technology

32. Start Your IC Transformation
Not involved Imagining Inventing Implementing Improving
• No IC Function
• Distributed and
variable
o channels
o 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
• 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

33. 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
High-performing, strategy-setting
Three critical skills:
1. Connecting people to
strategy
2. Insights drawn from
measurement
3. Digital / collaboration
Set Your Direction

34. % of comms
that is pre-
planned
More pre-planned communications
Seen as trusted
adviser
Involved earlier in
strategic decisions
Easier to gain senior
leadership support
Larger Annual
IC budget
+25%

35. Thank You