Why strategic internal comms matters and how to demonstrate it’s value

Strategic internal communication is more than sending emails, posting on intranet sites, or coordinating announcements. It's about aligning communication with business objectives to deliver measurable outcomes. So, we’ve identified some of the biggest barriers for internal comms to become strategic, and then, we’ve given you the tools and insights on how to address them. 

The barriers

Using the Centre for Strategic Communication Excellence’s most recent report in conjunction with Haiilo, we’ve noted some of the biggest show stoppers for strategic comms: 

1. We have confidence, but not in how we show our results

   Over 70% of respondents in the report expressed confidence in their ability to take a strategic approach, and two-thirds rated their skills as excellent or very good. Yet, that confidence often doesn’t translate into visible, measurable results.

2. Acting strategically from the beginning
   Strategic thinking shouldn’t be reserved for experienced professionals; it’s a mindset that must be taught early in a communicator’s career.

3. Lack of recognition from leadership

   Despite the recognised value of strategic internal communication—such as improving employee experience, creating inclusive cultures, and driving business outcomes—only a small percentage of respondents felt their work was valued by top management.

4. We focus on activities, not impact

   Communicators must move beyond reporting outputs (eg, email open rates or intranet views) and start demonstrating outcomes. How does the communication influence behaviour, build understanding, or support business goals? Linking these results to the organisation’s bottom line is critical.

5. The tactical trap

   The research highlighted many internal communication professionals are not involved at the strategic decision-making level. In fact, only 9% reported being engaged during the decision-making phase. Most are brought in later, during planning, development, or implementation—by which time they are tasked with execution, not strategy, which stems from a lack of measurement, ROI calculation, and strategic planning.

The strategies to overcome those barriers

So, how can internal communication professionals overcome these barriers and gain recognition as strategic leaders? Find out here:

1. Think like a business partner!

   Stop focusing solely on activities and start demonstrating how communication supports business outcomes. This shifts the conversation from "what we do" to "why we do it" and how it impacts the organisation’s success. Ask yourself:

   1. Are you increasing knowledge or understanding?

   2. Are you changing perceptions or behaviours?

   3. Can you quantify the time or cost savings your work delivers?

2. Build your business acumen

   Communication professionals need to understand the business they’re supporting. Build relationships with leaders and stakeholders, learn about organisational goals, and align your communication strategies accordingly. Trust and influence go hand in hand—and both are built through relationships.

3. Focus on measurement that matters!

   Start planning your measures upfront. Before executing a communication strategy, define what success looks like and how you’ll measure progress. Then, go beyond activity metrics (eg, open rates) and focus on impact:

   1. What changed as a result of your communication?

   2. How did it contribute to business goals?

For example, instead of reporting, “60 people read this intranet post,” link your communication to outcomes: “The post improved employee understanding of a new process, saving the organisation X hours of wasted time.”

Strategic thinking is no longer optional!

Strategic internal communication isn’t a luxury; it’s a necessity. It requires planning, measurement, and business acumen to demonstrate value and gain leadership buy-in. Acting strategically from the outset saves time, builds trust, and ensures communication professionals are seen as critical drivers of business success.