As a consultant, you have insights into various organisations: in your experience, how important is internal communication within companies?

Ulrike Führmann: I perceive the importance to vary greatly. I cannot confirm across the board the view prevalent in the community that internal communication has become significantly more important since the coronavirus pandemic. When I am approached by clients as an external consultant, the company is already aware of the importance of internal communication – or at least the person commissioning the work is. However, this is not necessarily reflected in the budgets. I still see a great deal of financial pressure in this area. But I don’t think large budgets are necessary at all. There are many ways to communicate effectively internally. A communication strategy, for example, is very helpful in this regard.

In your experience, where is internal communication anchored within a company?

Ulrike Führmann: That varies from company to company. It is often situated alongside external communication under the umbrella of corporate communications. Meanwhile, the merging of the two disciplines is also on the rise. However, I find this practice suboptimal, as there are major differences in the target and reference groups and the impact that communication aims to achieve. Time and again, I also come across companies that are setting up an internal communications department and placing it directly as a staff function under senior management. A good approach – in my view. Coordination with management is then streamlined. I also consider the link to corporate development to be sensible, as goals and strategy can be effectively communicated internally from there. And another approach I favour: as I view internal communication as a key lever for organisational development, I find it particularly useful if it is also situated within this department – provided one exists.

What are the expectations placed on internal communication? Has that changed?

Ulrike Führmann: When it comes to expectations, I like to look at four aspects:

1. The organisation:
   When it comes to the organisation, I ask myself: What does the company need to remain future-proof, and how can internal communication contribute to this?
2. The environment:
   When it comes to the environment, I look at current events surrounding the organisation and what internal communication needs to respond to. One example is the coronavirus pandemic, which came from outside and required a rapid adaptation of communication channels.
3. The employees:
   When it comes to the workforce, I ask: What information and communication do employees need to do their jobs as effectively as possible?
4. The customers:
   Finally, perhaps an unusual but important point: the customers. This primarily concerns the points of contact between employees and customers. For example: What information does a sales representative need to be able to communicate effectively with the outside world? Here, too, those responsible for communication can provide valuable support.

What topics are currently on the agenda for internal communications?

Ulrike Führmann: Some topics are perennial favourites in internal communications – these include digitalisation, New Work and agility. When it comes to agility, I’m currently seeing two contrasting trends: whilst agile working has become the norm in some organisations, disillusionment or even disappointment is spreading in others.

A current topic is the integration of artificial intelligence into communication processes. Many communications managers face the challenge of deploying AI effectively and making the best possible use of its potential in their day-to-day work. At the same time, the increasing workload on employees is coming ever more into focus – whether due to a real increase in workload or a subjectively perceived additional burden. This topic will certainly continue to occupy us in connection with the future of Germany as a business location and the discussion surrounding motivation.

Furthermore, geopolitical developments are currently having a particularly intense impact on companies. The effects vary in severity depending on the sector and location, but they present many organisations – and thus internal communication – with new challenges. These include, for example, rising raw material prices, uncertainties regarding production sites, and increasing cyberattacks.

Change seems to be a key topic in internal communication. How would you define change communication? Do you see it as a special form of internal communication? 

Ulrike Führmann: For me, it is less a special form of internal communication and more a distinct area of communication in its own right. Internal communication focuses on ‘day-to-day communication’, whereas change communication comes into play during periods of change. It supports the change process through communication and fosters understanding of new or different decisions, directions, processes, etc. It ensures that employees receive all the information they need to remain productive. And also that they can contribute their own ideas and suggestions, provided that participation is both desired and appropriate.

You are not only an expert in internal communication but also a systemic coach. What added value does the systemic approach to internal communication provide?

Ulrike Führmann: I discovered the systemic approach for myself almost 20 years ago and trained at all levels of the system – as a coach, supervisor, team developer and organisational consultant. In doing so, I distinguish between the systemic and the systems-theoretical approach. The systemic approach describes the mindset – characterised, among other things, by a focus on the mandate, objectives and resources. The systems-theoretical approach forms the theoretical foundation. It enables measures and interventions to be justified on a sound basis, rather than acting intuitively.

This knowledge helps to better understand internal organisational phenomena and respond to them in a targeted manner. An example: why do change processes in companies so often fail? Or why is it not enough to simply want to change employees’ ‘mindset’ – and why such an intervention is actually intrusive. For communicators, it is particularly fascinating that, according to systems theorist Niklas Luhmann, organisations consist of communication. Anyone wishing to change organisations must therefore start with communication.

At present, I am observing that the wave of agility is being replaced by a systemic wave. This pleases me, as the systemic and systems-theoretical perspective is extremely valuable for change within organisations and the design of internal communication. At the same time, I see the danger that this approach may degenerate into a mere fad, thereby failing to fully realise its enormous potential. Whether a passing trend or a sustainable approach: it is well worth all communications managers engaging with it in depth.