Rethinking Internal Communication for the Modern Office

Time of India

12-07-2025

By Nikhil Bhardwaj
Internal Communication
(IC) is often mistaken as a tactical function reserved for transactional updates and routine announcements. But in truth, it is the cultural heartbeat of an organisation. It has the power to unite dispersed teams, strengthen shared purpose, and drive strategy with clarity and conviction. In a world where hybrid work is no longer the exception but the norm, internal communication is no longer just a support function—it is a strategic imperative.
The Shifting Role of IC
Once viewed as an administrative adjunct to HR or administration, internal communication is today evolving into a leadership function, especially when clubbed with External communication. Ideally, the communications mandate, both external and internal, should be with one leader so that there is a good interplay between the two, and strategic priorities can be best handled, as well as external realities and industry news communicated effectively within the organisation. Internal Communication plays a critical role in shaping the employee experience, building leadership credibility, supporting change management, and reinforcing an organisation's values at scale.
Great organisations are not built on processes alone. They are built on belief, and belief is built through communication. When IC works well, it goes beyond informing. It aligns, it energises, and it makes people feel seen and heard. Though organisations have varied designs and forms, ideally, the
corporate communications
function should report directly to the CEO or sit close to top leadership. When communication is strategic, not reactive, it becomes a competitive advantage. Be it External or internal.
Focus on Message, Not Medium
Today's workplaces are saturated with platforms, emails, chats, intranets (web and app), virtual townhalls, digital noticeboards, collaborative tools, and more. Each of them serves a purpose. But platforms are not the strategy. They are just enablers.
Let us consider a few examples:
Organisation-wide emails: Still widely used but often overlooked due to inbox fatigue. Relevance and brevity matter more than volume.Virtual meeting tools like Teams or Zoom: Great for collaboration, but not ideal for storytelling.Social platforms like Yammer, Viva Engage, Workplace or Slack: Useful for dialogue but often suffer from low adoption or fatigue due to fragmentation of attention.Intranets/ apps: Basically, used as portal apps for apps that matter, like attendance or business/utility apps, etc.
Instead of chasing the next best tool, what truly works is clarity of intent. Who are we speaking to? Why should they care? What do we want them to feel or do? The medium is important, but the message must lead.
Crafting Formats That Resonate
A blanket approach rarely works. Different demographics respond to different formats. A good IC strategy speaks to employees in the way they prefer to be communicated with.
Some formats that are gaining traction include:
Leadership/industry-specific podcasts for passive engagement during commutes or walks.Infographics, memes, and short explainers for younger audiences who process visual cues faster.Printed newsletters or desk drops that create a tactile moment in a digital world. Digital newsletters are gaining popularity, thanks to their much lower cost, ease and speed of distribution. Be it flipbooks or HTML ones, but printed ones seem to be more popular. Remember, artefacts of communication are essential!QR-linked video messages (in addition to email links) that provide instant access to stories in motion. Plus, people love QR codes. Short reels that tease or amplify key campaigns and drive engagement with longer content.
The format is not just a vehicle; it carries the tone and emotion of the message.
What Gets Measured, Gets Improved
It is tempting to judge communication by how often it is sent. But frequency is not effectiveness. True success lies in engagement. Open rates, click-throughs, feedback polls, and even passive sentiment analysis can reveal what resonates and what does not.
A recent report by Gallagher's
State of the Sector 2024
shows that only
42 per cent of organisations consistently measure IC effectiveness. Yet, 74 per cent
cite
employee engagement
as a top priority. There appears to be a disconnect between intent and insight. Metrics matter not for vanity but for direction. They help us listen better.
Building a Culture of Conversation
Internal communication should never be a monologue. The most impactful organisations do not just cascade messages from the top. They foster a culture where feedback, dialogue, and stories from the grassroots are valued just as much as leadership messages.
From leadership blogs, video interactions, and cross-functional spotlights to user-generated content from employees, IC has the power to celebrate the everyday and spotlight the extraordinary. And when employees feel heard and represented, they are more likely to be engaged, productive, and loyal, especially when content is co-created along with them. Because ultimately, IC is not about channels or campaigns. It is about people. And when people feel connected, included, and inspired, they bring their best selves to work.
Internal communication is not just a department. It is a mindset. One that sees employees not as audiences to be managed, but as co-creators of culture. One that values simplicity over
jargon
, conversation over instruction, and authenticity over polish. When done right, internal communication does not just transmit information. It transforms intent into action. It gives voice to purpose. And it becomes the quiet force behind extraordinary workplaces.
(The author is head – corporate communications, Bajaj Allianz General Insurance. Opinions are personal.)