Rethinking and revolutionising internal communications

Internal communications is once again at a turning point. With AI reshaping workplaces, human communicators must evolve to stay relevant. Organisations already recognise the importance of internal communications, yet too often objectives get lost once projects begin, functions get sidelined, and long-term measurement is neglected.

As the post-Covid workplace continues to shift, internal communicators need to adapt their strategies, roles, and creative approaches. Because while AI can automate note-taking and generate content, people still understand people best. We read nuance, tone, and body language that machines can’t. The opportunity now is to focus on the human strengths that matter most.

Measure what matters

Measurement remains the weakest link in internal communications. Despite broad agreement that data drives better decisions (see Andrew McAfee’s The Geek Way), few organisations act with discipline.

What to measure:

• Surveys and benchmarks: Track communication effectiveness, engagement, trust, and understanding. Compare results over short and long timeframes to reveal true patterns.
• Business outcomes: Sales, retention, productivity, and even safety records demonstrate whether comms are moving the needle.
• Behavioural science signals: Are employees capable, motivated, and given the opportunity to act differently?

Companies like bp have shown how rigorous measurement drives impact—using consistent questions globally and comparing data across time to spark executive discussions and action.

How to measure:

• Regular listening: Pulse surveys, but also employee forums, open dialogue, and digital platforms like Slack and MS Teams.
• Mix of qualitative and quantitative: Numbers tell one story; lived experience adds depth and context.

Measurement isn’t about collecting data for the sake of it. Done well, it builds credibility with leaders, shows tangible progress, and ensures comms is seen as a strategic enabler—not just a support function.

From internal communications to employee experience

The remit of internal communications is expanding into Employee Experience (EX)—the holistic design of every interaction employees have with the organisation. Comms leaders are becoming the “connective tissue,” working across HR, Marketing, Finance, Facilities, and Insights to shape meaningful experiences and bring the Employee Value Proposition (EVP) to life.

Forward-thinking organisations are showing what this looks like in practice:

• Southwest Airlines places its Employee Services team in the building reception, so issues are addressed openly and quickly rather than hidden away.
• Self-managed teams and peer-set salaries challenge old hierarchies, giving employees more ownership and accountability.
• AI and digital platforms—from automated help desks to personalised training recommendations—are transforming support. But the technology only adds value if employees embrace it, guided by strong internal storytelling.

This shift requires communicators to think less about “campaigns” and more about curating connected experiences—where every interaction reinforces culture and values.

Unlock creativity within internal communications

Fear and risk-aversion often reduce internal communications to safe, predictable messages – quickly forgotten. But, as we’ve touched on in a previous blog, creativity is what cuts through, drives emotional engagement, and makes information memorable.

Three proven techniques to unlock creative thinking:

• Set BHAGs (Big Hairy Audacious Goals): Stretch targets force new thinking and energise teams.
• Challenge the status quo: Ask “What would get me fired?” as a provocation to surface bold ideas.
• Practice creative borrowing: Adapt great ideas from other industries, media, or daily life for your context.

Creativity isn’t about gimmicks; it’s about authenticity. The best ideas reflect employee “DNA” as much as corporate branding. Storytelling matters too: emotional narratives trigger chemical reactions that boost memory and buy-in. Gamification, for example, can turn dull surveys into engaging experiences, driving far higher participation than emails ever could.

Leaders have a crucial role here: they must set a clear direction, then allow teams the space to experiment, fail, and surprise. A culture of creative risk-taking is often what separates vibrant, trusted internal communications from bland, overlooked noise.

Lead strategically, improve continuously

To stay relevant, internal communicators must position themselves as strategic leaders, not just message deliverers.

• Use data to build trust: Present evidence-based recommendations linked to business outcomes.
• Stay agile: Pivot quickly as technologies, employee needs, and expectations evolve.
• Upskill constantly: Invest in digital fluency, measurement tools, and emerging platforms. Encourage teams to experiment with AI while staying grounded in human judgment.
• Model transparency: Be visible, approachable, and responsive. The more communicators embody openness, the more credibility they earn.

This leadership mindset elevates internal comms from a support role to an indispensable driver of organisational culture and performance.

A human, creative, data-driven future

The best strategies for internal communications weave together data-driven insight, digital innovation, and bold creativity. They move beyond simply pushing information to fostering dialogue, engagement, and cultural alignment.

The formula is simple but powerful:

• Measure what matters, and act on the results.
• Champion employee experience across every touchpoint.
• Unlock creativity to inspire and connect.
• Lead strategically, always improving and upskilling.

By doing this, today’s communicators become not just channels for information but architects of culture and drivers of performance.

The future of internal communications will be strategic, evidence-based, digitally fluent—and still distinctly, unmistakably human.