2007 seems to be a year when people are asking questions about the direction of internal communications. My take on things first developed during 2005 in an MBA Marketing Communications class discussion of "current trends in corporate communications."
In the time it's taken me to get around to actually writing about it, a lot of other people have independently produced similar ideas, either directly about internal communications (e.g. Kevin Keohane) or more abstractly about organisation (e.g. James Surowiecki - Wisdom of Crowds) and marketing (e.g. Mark Earls - Herd.) At the same time, I've already linked recently to people like Sue Dewhurst at Black Belt Dojo and Ron Shewchuk who are posting interesting tidbits in this area on a regular basis.
Given that there are similar ideas around, it would be silly not to talk about them. To that end I'm going to quote quite a bit from Kevin Keohane's blog postings not because he's the only one posting, but because he's condensed his thoughts into three convenient posts...
In "Internal Marketing is..." Kevin starts by saying:
"The concept of internal marketing is based on a false premise that one can treat employees like external customers.
“Internal marketing” is back as an employee communication approach. The concept is simple: use basic marketing approaches to communicate to employees in the same way that these methods can raise awareness, interest, intent and action with consumers."
To me, however, "internal marketing" isn't "back" it never really went away. There are pockets of good practice and experimentation where different approaches have been adopted, but my experience in contact with a range of typical organisations of various sizes is that "internal marketing" logic remained the dominant mode of action, even as IC professionals like Kevin moved on to new and better approaches with those clients who had the required imagination.
Kevin continues:
"The explanation for the revival of internal marketing is also simple. Marketing Directors are increasingly delivering a range of internal communication tasks. The logic is that if an organisation is trying to deliver a differentiating customer experience, then who better to get employees lined up than the people responsible for defining the customer experience? The fact that the Marketing function often has greater influence than does Internal Communications adds weight to the idea. With the importance and power of brand rising rapidly on the corporate agenda, the case is compelling on its face."
I would add that there is an underlying structural issue that has kept "marketing techniques" in pole position in a lot of IC departments. The discipline of marketing was founded (if you'll forgive the stereotype) around the needs of the Marketing Department at a company like Proctor and Gamble. You have 50 to 100 people who need to explain the value of a new product to millions of current and potential customers. It's a process of very few to very many communication, or in shorthand a "one to many" process. Likewise, in many IC departments, you have a very small staff, expected to produce results that affect a very much larger number of employees in the rest of the organisation. It's a very natural step to look to the techniques of "mass communication" from the marketing discipline to make that happen.
I think this is important, because while Kevin goes on to identify that:
"... there’s a basic problem with the whole idea. The nature of the employment relationship is essentially different from a consumer relationship."
and
"Most marketing practice is based on crafting a message, packaging it and delivering it to an audience — and then gauging what happens and modifying the next round of activity accordingly. Internal communication, at its best, goes beyond so-called “two-way” communication models, and creates an ongoing dialogue that both reflects and shapes the place where this conversation occurs.
there's a basic pressure (as in every part of life) to do more with less. And less staff and less resources pushes you back towards "one to many" communication, which in my opinion always tends to look more like "two-way communication" than genuine dialogue.
Perhaps most importantly, if I was to identify one reason why so many organisations still indulge in "internal marketing" it would be that most people involved in "internal communications" have a background in Marketing or PR. We need to consider carefully the skills we prioritise in IC if we want the field to progress.
Having said this, it's important to remember that it's not all a bad thing. Sue Dewhurst corrected me on this in reply to one of my earlier posts and Kevin puts it well:
This is not to say that some of the methods, practices and tools that prove valuable in marketing don’t have an important place in an effective internal communication effort. In fact, internal communication people can learn a lot from marketing approaches such as developing “the big idea,” defining the essence of a brand or value proposition, identifying, prioritising and segmenting stakeholders, and being more creative and inspirational in their overall approach.
Finally, Kevin says that:
While internal marketing may well be based on a false premise, the emerging truth is that no organisational silo – marketing, human resources, internal communications or IT — owns the whole solution. Best practice engagement is about making sure that these disciplines work together in a complementary manner to deliver the right result for the organisation.
For me, of course, this is where things get really interesting. If there is going to be more to IC than "internal marketing" then maybe we need to think carefully what "internal communications" can do for an organisation. Is it all about creating a dialogue between the top of a company and the rest? Or is there more?
My answer is that there is more. If you're going to talk about "internal communications" then you should be involved in every aspect of people communicating with each other. That means not only dialogue between "leaders and followers" but also between "followers" and not just discussions around values and community, but also the kind of communications people need to get things done, day to day.
So, onto Kevin's post "The end of internal communications."
This is getting long, so I'm going to "quote and paste" less of Kevin's work. Go and read it (or re-read it, if that's the case) as it's really worthwhile.
First, he sets the scene:
"There have been the rumblings of a seismic shift in the employee engagement and internal communications arena for several years now. Digital technologies are expanding our opportunities, consumer power and influence grows apace, and traditional organisational structures and hierarchies creak under the strain of 21st century business velocities. The contract among employers, employees, investors, stakeholders and customers is being re-written."
He moves on to point out that whilst in the past "internal communications" has bounced around the corporation, sometimes being sited as part of HR, sometimes part of "corporate communications," sometimes an adjunct to PR and marketing, it has been managing relatively well understood and stable needs and relationships. However, with the "seismic shifts" from changes in technology and society, this is no longer the case.
He goes on to list all the people involved in different aspects of the "customer experience" and note that everyone is responsible and if you don't get organised, your competitors will.
I'll let Kevin's words make the key point:
"What does all this have to do with internal communications? And why is it “dead”?
Many functional internal communication leaders today have come from a publishing, journalism, or PR background (and increasingly from Marketing disciplines). And in general, internal communication functions have been managed – and often managed very effectively – as information and knowledge publishers. Of course, most internal communication operations are very good at managing “two way communication,” ensuring that employee surveys track how things are going and what drives the right results to the bottom line; supporting senior leaders and line managers in their communication roles; providing opportunities for the employee to be heard. “Best Practice” is well and truly bedded in, and blogs, wikis, and ‘MySpace for the corporation’ are all adding new approaches to the mix.
But internal communication people need to stop thinking about ourselves as internal communicators. Because we’re simply not anymore. And we shouldn’t be. Internal communicators should see themselves as business people with a specific communication, involvement and engagement business process focus."
Kevin carries on with more detail and following his natural style ends up with what sounds like a call for Internal Communications to be at the center of everything:
"But if we are truly to thrive and face the challenges of 2007 and beyond, as internal communicators, we need to become part management consultant, part HR professional, part IT consultant, part brand manager, part organisational psychologist, part executive coach, part media relations expert … and part accountant.
We need to get outside our box, without apology, and stick our noses into other peoples’ business. Because everybody in the organisation, and many of our stakeholders who aren’t necessarily on our distribution lists, helps us deliver our customer experience and our “brand” — which is, after all, our reputation."
Finally, in his third post on this topic Kevin assesses what this drive to be at the centre of everything in the organisation means for the average IC professional. It's not a completely optimistic picture, but it reinforces the notion that it has to be more than just the traditional skillset.
So what does all this mean to me?
First, I see that if Internal Communications is going to develop in this way, it needs to change a lot. The skillset has to broaden and critically, the focus has to broaden, from being "publishers of information" to "facilitators of dialogue." In time, this really means that IC professionals shouldn't really be writing so much at all.
What then should they be doing?
1) To pursue Kevin's grand vision, IC has to work it's way into the very fabric of corporate management. If you don't have contact with and credibility with all the people who contribute to the "customer experience" you're in trouble. And since every act, be it the institution of a new bonus system, or new rules for cost control in production is an act of communication (which often speak louder than all the traditional forums and dialogues) communicators need to be at least involved in the discussions before these decisions are made.
(N.B. I still see a role for a split between "internal" (workers, partners) and "external" (customers, regulators, media) specialisms, however.)
I think this is a long term project and I'm unsure how to put it into action at this stage. Thus for now, I'm concentrating on the second part of the equation.
2) It's time for IC to start taking on a real process focus. In particular, it needs to develop skills in process, rather than content, as I mention above.
The way I've chosen for my consultancy is to focus on lateral communications.
In my opinion, a key issue is to improve the quality of communication between various groups within the organisation. If we take the notions of the "Wisdom of Crowds" to heart, then enabling the "crowd" to solve problems themselves, without unduly putting a burden on the rest of the organisation has to be a good way to improve the quality of action.
As such, my aim is to offer problem solving in urgent cases and diagnosis and assessment to avoid problems for organisations under less stress. My expertise is all about getting different cultures to talk to each other, so I'm focusing on international situations and national ones that involve distinctive groups (e.g. engineering, production and marketing.)
One of my challenges is to prove that this specialisation is worth investing in, alongside more generic exercises in improving the quality of dialogue and information flow in the organisation.
The other is to develop more services in that more generic area.
And that will be some of the topics for future posts.
