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Communication & Engagement in a Transformative Digital Era

In today’s world, it is evident that enterprises are operating and navigating through unprecedented change. A digital ecosystem and way of life has in a comparatively brief period over-turned traditional business structures, engagement models and processes. One such theme of change is digital disruption and adoption. This is driven primarily by significant technological advancements that are redefining not just how we operate but also the way we engage with customers and consumers.

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The first reflection is how the global economy, characterized as business without borders – where the physical movement of goods across markets, is now superseded by the movement of data. Countless bits and bytes of information travelling soundlessly and instantaneously across time-zones. 

The second reflection is the emergence of digital platforms such as Uber or an Airbnb, that despite their relatively short existence have wreaked havoc on traditional businesses and business   models. The third reflection is more relatable and equally disruptive.  It has similar transformational effect. The emergence and proliferation of social media – a digital change-agent that has affected businesses in ways that could not have been anticipated even a decade earlier. 

Embracing a digital ecosystem, is therefore a challenge and opportunity that most enterprises are faced with today. It’s no longer about just growth but relevance and survival even. 

As for employees within enterprises, all of this is reshaping the norms of employee engagement. It is becoming imperative for CEOs and business leaders to embrace the digital ecosystem, to not just drive company growth (that is of course the end-goal) but equally about staying relevant and connected with customers, employees, vendors, consumers, the public etc. It is not uncommon these days to see corporation’s business plan comprise of a digital strategy and investment. The drivers are the same, enhancing brand relevance, attracting great talent and being seen as a brand ‘doing good.’ The engine is now powered differently.  I personally see this in two halves – digital opportunities that are more ‘internal’ and those that are more outward bound or ‘external.’

Internal engagement is more focused around organizations building communities within and with their close partners and/or collaborators. This is a more controlled and functional ecosystem that organisations use to foster greater collaboration and engagement between groups and usually location agnostic. Large organizations use an intranet-like model to do this that is perhaps best exemplified by IBM’s Innovation Jam. In 2001, IBM introduced the Innovation Jam concept as an intranet-based and moderated platform to engage its employees and partners, and get them to share, collaborate and build-off on ideas to spur innovative thinking to solve problems. By 2007, the unprecedented success of the Jam got IBM to open the sessions to external organizations similarly intent on fostering innovation through online cooperation. IBM’s Innovation Jams have been used by governments, academic institutions, businesses and other organizations to address proposals ranging from employee involvement, urban development, to global community engagement through public service.

Leadership communications is another powerful lever to be leveraged via digital. Leaders at the helm of multi-generational workforce's, are looking at new ways to engage with and hear upward feedback from a large employee base that is always connected and always on-the-go. Traditional company town-hall meetings now incorporate social media handles to share key messages and themes. Others use advanced broadcasting platforms and seek instant electronic polling response to spur conversations.  Progressive leaders are not new to using vlogs to get their message across while others are using digital platforms to  shape culture through sharing internal stories that make the point on collaboration,  diversity etc. It is a matter of time before digital platforms become the preferred and most compelling internal story-telling route, if not already. 

Then there’s the external opportunity when it comes to being a great employer brand. Here it’s about using digital platforms that showcase a markedly ‘internal’ element of the organisation to external stakeholders, both customers/consumers and potential future employees. Unilever created a hashtag #UniquelyUnilever and its country offices such as Hindustan Unilever Limited in India have begun to profile employees using this hashtag on platforms such as LinkedIn. In a way, creating visibility for their employees and workplace practices with a targeted audience, positioning themselves as a valuable employer brand. Similarly, Vineet Nayar, the former Vice Chairman and CEO of HCL became quite the poster-face on unconventional thinking - with his book, ‘Employees First, Customers Second.’  Vineet too takes the messages from the book to YouTube and other platforms, and was key in positioning HCL as a great employer brand. Stories told on digital platforms, especially when narrated by leaders of great companies can therefore serve to exemplify organisations as good or great employer brands. 

These examples of organisations that cut across industry and category, are testament to the rising adoption and leveraging of digital media for both reach and expression. 

The very nature of digital allows brands to holistically express themselves in a markedly visible, experientially and real-time way. Be it product, services, individual celebrity bloggers, you-tubers, digital influencers or corporate leaders and corporations.  Having said this, we must not forget that One need and offer does not fit all.  Digital is an opportunity, one to be leveraged. While not forgetting to be connected and communicating authentically, in-person or virtually.

Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house


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