Not too ambitious, then…
Recent conversations ranging from CommScrum to Design Thinking to Value Disciplines to Sustainable Brands and many others converge. And I often bang on about people defining employee engagement etc. based on the heritage from which they appraoch it (i.e. HR, IT, Brand, Measurement, PR, Advertising, etc.).
Indy has also been pursuing this thinking, which boils down to: great communicators aren’t usually communicators at all.
What I mean is, we need to re-think what business communication is, particularly when we talk about employee or internal communications, in a completely different light. Some of us (Dan Gray, indy, etc.) and many others do this as a matter of course — but many, many others don’t at all.
That’s why strategic brand projects must be about business strategy long before they are about corporate identity and creative ideas; why good employee communication efforts are about business strategy and organisational design long before we consider audiences, messages and channels. Ditto HR, PR, IT etc.
In fact, this IS new thinking because there is little evidence that most of the so-called “best practices” and many practitioners are able to manage this cross-functional strategic thinking – partially due to over-specialisation, partially due to the nature of business structural design, and partially due to experience, capability and mindset.
We’ll post more on this later but I wanted to put a little line in the sand, for me as much as for anyone else…