Corporate communication function shifts from cost centre to value creator
The assertive role and reputation of corporate communication during the COVID-19 crisis is an important legacy.
There was a week in January 2020 when the leaders of every organisation assembled a cross-functional team to get to grips with the looming threat of COVID-19.
That threat continued to increase during February and March. In late March the corporate workforce shifted from working in the office to home, and areas of the economy exposed to the virus such as entertainment, leisure, hospitality and visitor attractions shut down.
It’s a period when the role of the communication function was elevated within every organisation. Its role in listening and engaging stakeholders, from employees to customers, and from suppliers to local and national government, was critical in managing this rapid period of intense change.
That role continued for the next 18 months as organisations retooled for the COVID-19 environment and managed successive lockdowns. Issues such as the environment, diversity, and mental health, became part of the public conversation and demanded an organisational response.
This is the legacy of COVID-19 for corporate communications. Practitioners must reflect on their newfound status and build on the opportunity.
Improved status of corporate communication
The Future of Corporate Communications, a new report by Edelman, is the latest analysis of corporate communication function during this period of time. It follows studies by the European Communication Monitor, the Institute for Public Relations and my own report for the Government Communication Service which all reached a similar conclusion.
COVID-19 Communications Advisory Panel report – Government Communication Service
European Communication Monitor (ECM) 2021 – European Communication Monitor
The Evolving Communication Function – The Institute for Public Relations
The changes to organisational communication during the COVID-19 continue to be a rich area of study. The headlines from the Edelman report are already familiar talking points, but the data provides an important signpost for the future of practice.
Corporate communication firmly established itself as a management function during the crisis. 46% of senior communicators report to the CEO, compared with a third prior to the crisis. More than three-quarters say that perceptions of public relations as a strategic business driver have changed during 2020.
Communicators as organisational change agents
Communicators are increasingly acting as change agents, supporting ongoing transformation. It’s this shift from cost centre to value creator that is at the core of the changes in perceptions of the corporate communication function.
As the role of the function continues to evolve, teams are balancing traditional skills such as writing, storytelling and media engagement, with expertise in new areas such as social purpose, risk, and management. Investment in skills and professional development is critical to success.
Internal communication critical to organisational performance
Employee engagement was placed firmly at the centre of business strategy during the crisis. It provided progressive organisations with a licence to operate and drove business performance.
As we emerge from the crisis more than three in five communication leaders describe an increased focus on employee communication to support recruitment, and motivate a more purpose-driven, engaged workforce.
Marketing: brand platform and alignment with sales
The lines between marketing and communication continue to blur.
In an increasingly complex and activist stakeholder environment, product and organisation are becoming one and the same. Organisations look to the communication function to define a brand platform and narrative grounded in societal insight.
At a tactical level, earned, owned and social media are driving communications to play a bigger role in top and bottom of funnel marketing.
CommsTech: data and proof, show not tell
Public relations has long been the poor relation of marketing in its application and use of tools. That’s changing, thanks to shift from earned media to more integrated forms of media and vendors pushing into the sector.
Data and analytics are enabling practitioners to prove the value of their work. Tools are driving effectiveness, team collaboration and workflow.
Survey demographics
Edelman surveyed 250 senior communication leaders during December 2020 and February 2021. The split between public and private was equal; multinational accounted for 61%, and national 39%; most respondents from the US (85%), followed by EMEA (7%), Latin American (4%), and Asia (4%).
