Rethinking the communications function
Why the necessary transformation is a leadership job
Communications and stakeholder engagement functions are changing fast. Geopolitical volatility, AI, declining trust, fragmented stakeholder environments and growing resource pressures are raising expectations while making the operating environment more complex.
For leadership teams, this is changing the question from “How well did communications perform?” to “Is the communications and stakeholder engagement capability designed to perform?”
Leidar’s new white paper argues that traditional reviews of communications outputs and performance are no longer enough. Organisations need to look deeper – at mandate, governance, structure, decision rights, resources, skills, technology, measurement and, critically, the function’s integration with leadership and the wider organisation.
There is no single best-practice model. What matters is whether communications and stakeholder engagement are configured around the organisation’s strategy, priority stakeholders and operating environment.
And because meaningful change frequently involves organisational boundaries, governance, budgets and leadership behaviours, transformation cannot be left to the communications function alone. Executive sponsorship is essential.
Eight questions for leadership teams
The white paper proposes eight questions to help leadership teams test their communications capability:
1. Is the function structured, governed and empowered to deliver against strategic priorities?
2. Do governance, decision-making, roles and accountabilities reflect today’s operating environment?
3. Are resources, capabilities and leadership attention aligned with the stakeholders, issues and outcomes that matter most?
4. Does measurement demonstrate effectiveness and strategic impact – or remain focused predominantly on activity and outputs?
5. Are communications leaders engaged early enough in strategic decision-making to anticipate risks and opportunities, shape choices and provide effective counsel?
6. Do we have the right combination of skills, data, insight and technology for an AI-enabled, fragmented and fast-moving information environment?
7. Is the function agile and resilient enough to anticipate change and support the organisation through transformation and uncertainty?
8. Is communications sufficiently integrated across functions, geographies and leadership structures to combine consistency of direction with effective execution?
These questions move the discussion beyond whether communications is busy, visible or producing quality work. They focus on whether the organisation has built the engagement capability it needs to navigate change, earn stakeholder support and contribute effectively to the delivery of its overall strategy.
That is not simply a communications question. It is a leadership question.
About Leidar
Leidar is an international leadership and corporate affairs consultancy, headquartered in Geneva with offices in Brussels, London, Oslo, Washington, New York, Singapore and Dubai. Leidar supports organisations in defining their strategic direction, managing complex issues, and mastering their communications and engagement needs. The firm works across sectors including energy, public health, aviation, shipping, and sustainability.
For more information, please contact
Lutz Meyer
Senior Advisor, Advocacy and Public Affairs based in Brussels
Lutz leads Leidar’s focus on international advocacy across the influencing axes of Geneva, Brussels and London. He develops communications and advocacy strategies for international organisations and also advises on organisational in-house structures related to sustainable strategy implementation.