Proximity and distance – How corporate communications successfully integrates into management

Over the past decade, the understanding of goal-oriented management in companies has fundamentally changed: Disruptive digital technologies, most recently generative artificial intelligence, increased value creation expectations among diverse stakeholders beyond economic success and intensified national and international distributional conflicts have created a completely new environment. Today, corporate added value arises in the tension between fundamental material and identity-related “experiences of loss” in society, which sociologist Andreas Reckwitz describes in his latest book as the “fundamental problem of modernity,” and the surplus reality that arises from innovation-intensive competition in a volatile geopolitical environment.

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Communicators in the Loop — Attractions in technical communications management

The relationship between humans and machines has been a defining feature of the world of work in its various eras since the first industrial revolution. Now, there is intense debate about the role that artificially intelligent machines and their applications might play in production, creation, and decision-making processes in the future. Significant changes are expected in communications management in particular, because the unique characteristic of humans as designers, distributors, and interpreters of content and messages, which has existed since ancient clay tablets, is coming to an end. Yuval Noah Hariri argues that AI will be not only an artificial “myth-maker” but also a digital “bureaucrat,” whose dark side is more likely to be read in Franz Kafka’s “The Trial” than seen in James Cameron’s “Terminator.”

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Thinking in the second future tense – communications management as an orientation task

There is an inherent tension in the nature of corporate communications: between an organization that is directionally geared towards achieving goals and resource efficiency and the collaterally effective ability of people to communicate, which is a natural characteristic that eludes all-encompassing control. In the roughly one hundred years of development into a modern management discipline, the focus has nevertheless always been on the instrumental, goal-oriented aspects of communication. If we as representatives of our profession today confidently claim strategic approaches for ourselves, then we are also meeting the increased expectations of the reliable transmission performance of corporate communication.

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Narratives need a sense of reality – that is how communications can succeed without falling apart

The French philosopher Jean-Francois Lyotard predicted it more than 45 years ago: Referring to among other things, the Age of Enlightenment and ideological civil movements such as Marxism, he put forward the argument that the end of the exhausted metanarratives of modernity would be followed by an age of micronarratives. Meaningful narratives of limited scope that do not assert a claim to universal validity, but legitimize a clearly defined goal and focus energies on it. At the core of these narratives is not so much a fact-based reality with a comprehensible level of truth, but rather a wishful state of mind molded from value preferences and a tendency towards emotional appeal. And this is precisely the reason why periods of transition and change are always also periods when narratives flourish.

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Digital tools, analog thinking – doubt as a contributor to the success of communication management

No sooner have we adjusted to the VUCA corporate environment in the 21st century than we are confronted with even greater complexity. In 2020, U.S. futurologist Jamais Cascio coined the acronym BANI for the future business climate: volatile becomes brittle, uncertain becomes anxious, a previously (merely) complex environment becomes nonlinear, what was ambiguous is now incomprehensible. So, the question arises: what kind of contribution can management functions make on this journey into an increasingly uncertain future, and what do they embody at their core in the face of all the necessary adjustments to meet these new requirements?

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More present, less hype: the future of communication management is now

The current saturation of studies and analyses on the future of communication management in general, and the role of the chief communications officer (CCO) in particular, is undoubtedly a consequence of the fundamental upheavals in public policy, business, and society that we have been experiencing for some time now – upheavals perhaps best summarized by terms such as geopolitical confrontation, hybrid globalization, and social polarization. At the same time, AI-based marketing and communication software appears to offer a wide range of potential applications, which will provide our profession with completely new tools. The chief marketing officer at the consumer health company Haleon recently spoke to the Financial Times about how communication dreams are about to come true. “Right person, right time, right message, right context,” as she put it. “This is a marketer’s dream.”

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Navigating uncharted seas – communications management for a world out of joint

Acting amid crises, wars, and disasters, communicators today may find themselves observing – like Shakespeare’s Prince Hamlet – that “the time is out of joint.” Some of the terms so often heard in public discourse, such as transformation, paradigm shift, or geopolitical tensions, leave no doubt as to that. Concepts and constructs established over decades, like multilateralism and globalization, appear to be up for debate. At the same time, we are seeing a return of the state as a shaper of economic relationships, especially in the context of the efforts to combat climate change. The approach to crisis management during the Covid pandemic has further strengthened this trend. The result? Fifty-one percent of the Germans who were questioned in a representative survey by the online polling agency Civey voiced support for government regulation of prices for electricity, rent, and more. Only 36 percent had faith in the market.

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PR identity crisis because of AI? – The road to augmented communications

If you look more closely, the current debate on the expected implications of AI tools on communications management – which has recently intensified due to the rapid spread of chatbots based on large language models – essentially revolves around the question of what public relations and corporate communications are actually all about. Talk of “revolutions,” as recently put forward by Bernhard Fischer-Appelt, along with the potential for 30 to 40 percent increases in productivity, or “identity crises in PR and communications,” as suggested by Jan Hiesserich from Palantir, centers on the aspect of automated content generation. Points of view oscillate between fears of communication management self-destructing on the path to using AI and the promise of the technology offering greater freedom for human creativity by taking over time-consuming routine tasks.

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The transparency paradox – and what it means for communication management

The debate about striking the right balance between economic progress, lasting prosperity, and social participation has produced a new philosophy for the business world: stakeholder capitalism. The new demands with regard to a company’s performance are creating higher expectations. Today, those expectations are increasingly intensifying and are being voiced not only by customers and interest groups from society at large, but also by exhaustive national and international regulations such as the Corporate Sustainability Reporting Directive (CSRD) and the resulting European Sustainability Reporting Standards (ESRS).

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