Transforming Culture with Effective Messaging—an Overview of Organisation Communications
Organisation Mission, Culture and Marketing Synergy
Branding and marketing integration comprises vertical, horizontal and internal integration. At organisation level, vertical integration aligns the company mission, vision, purpose and values. Horizontal integration aligns marketing strategy, capabilities and organisation structure. Internal integration describes organisation Talent Culture development, which includes internal and external stakeholders, and “touch points” such as talent pipeline, learning, and employment values schemes.
Internal communications are defined by the size and complexity of the organisation. A contextual management umbrella strategy will identify and define touch points, and model relationships for the delivery, exchange and building of knowledge and information awareness within an organisation culture—including its external agents. The communications knowledge platform will also clarify the vertical and horizontal reach of information, mechanisms for prioritisation, and ideally a positive feedback accountability validation.
Within the organisation governance context, horizontal programs, innovation ventures and new initiatives are typically driven through organisation or enterprise change management. In these instances, the communications programs will overlap or integrate various vertical function activities—and often multiple projects that have a shared stakeholder interest.
The ability to clearly map and make use of existing people, process, technology, and to maximise resource and budgeting, is enabled when a strategic contextual management framework is established at governance level. Where change initiatives and communications projects are sporadic, utilising a hardwired framework may not always be appropriate. Flexibility to adopt other approaches to communications, should be available to maintain creative production. Approaches may be subsequently evaluated and fed back into a communications accountability loop.
Communication and Learning Development
When designing purpose intent communications for an organisation, it is critical to ask the following questions:
o Who is the target audience?
o Who is the appropriate sender/initiator/authorisation?
o What is the intended purpose the communication should convey?
o What format, style and detail or length will convey the context?
o What is the best delivery channel for communication to be interpreted?
o What validation of reading or feedback response is required?
o What timeline is relevant to the production of the communication and its publishing?
o What dependencies, issues or risks are associated to the production of the communication and its publishing?
Talent Culture, Engagement and Employee Value Proposition
Organisation culture, employee engagement and internal communications campaigns vary in scope, size, and complexity, depending on business needs and intent. Many have common features. They:
o Tell humanistic engaging narratives with voice, literature, film, and pictures.
o May use various emotional triggers to engage or hook recipients’ attention.
o Use catchy, memorable campaign names, slogans, and metaphors in mascots that often align with organisation brand or individual brand stories.
o Focus on employees and organisation culture, while extending touch points to external stakeholders.
o Are novel, creative, and often have appeal outside conventional business approaches.
o Feature incentives, rewards, and empowerment learning to create an EVP win-win result.
o Up-sell the organisation vision statement and values through promoting identification with corporate social responsibility, sustainability, diversity, and any popular social conscience alignment.
o Link to strategic change, cultural adoption, and assimilation targets.
o Foster talent knowledge, employee progression, and retention via development opportunities and career recognition.
Experience design involves concept to delivery engineering of quality products, services, processes and events according to their intended use. Design often comprises multiple channel environments. The customer-centred process is driven by research that assesses the intended recipients' needs and wants—developing scenarios, workflow, narratives and use cases. Often the design product is a digital format. Human factors engineering and ergonomics also feature in experience design. Web and device-based learning development, knowledge and communications are designed with cognitive consideration of how people search, access, navigate, and read or learn information. Marketing funnels, calls to action, interstitials, acquisitions, payment processes, and all interactive touches during a digital user experience, are designed with human comprehension, behaviours, fears, trust and loyalty in mind. A user-centric organisation culture will give high priority to culture development and assimilation approaches.
Knowledge Management and MIS
The collective systems and process of creating, sharing, using and managing information used by an organisation is described as Knowledge Management. Internal communications and their associated strategic frameworks are an integral company knowledge asset—particularly if the organisation seeks performance results through human resource KPIs and sustainability measures. IT systems within an organisation deliver both explicit communications and tactical knowledge, intending culture transformation via learning development, wellness, and talent. E-learning is developed in agile environments to create, capture and empower stakeholders towards cultural capability and change assimilation.