Learning from the Past: Adapting Emerging Technologies for Effective Internal Communications

As internal communications professionals seek to navigate complexity and embrace artificial intelligence (AI) to communicate with employees, it’s essential to reflect on the lessons learned from our past experiences – positive and negative.

For the past three decades, emerging technologies have shaped internal communication as a function and discipline.

Historically, the adoption of new communication channels has been met with both enthusiasm and resistance. Since I started my career in internal communications in the mid-1990s, I’ve seen the advent of multiple tools, including email, intranets, instant messaging, webcasting, desktop video conferencing, collaboration platforms, internal social media platforms, employee feedback tools, internal podcast, internal video channels, and – now – AI-powered tools such as chatbots and analytics. ?Some were very successful and thrived, while others floundered and died.

Webcasting emerged in the early 2000s as a promising technology for engaging global workforces. However, many companies viewed it merely as a shiny toy managed by IT rather than a strategic asset for internal communication. They overlooked the potential for webcasting to foster real-time engagement, leading to underutilisation and missed opportunities. When I worked to implement global webcasting at an IOC in the early 2000s, I likened the challenge we faced to the invention of the television: the ‘geeks’ invented the technology, but someone had to develop ‘Friends’ for people to turn it on and watch. ?

Similarly, when platforms like Yammer promised to revolutionise collaboration and communication, many organisations encountered significant hurdles during implementation due to a lack of leader and employee buy-in. In one company, Yammer completely tanked due to resistance from unclear objectives, poor training, and the platform being perceived as just another “social” tool owned by IT rather than a meaningful internal communications resource. After a full reset involving a multidisciplinary team, it was successfully relaunched.

So, what have we learned as internal communications professionals, and how can we apply it to AI, another technology we must integrate into our work world?

As we look to integrate AI and other emerging technologies, internal communicators can draw several key lessons from past implementations:

1.??? Aligning leadership. Leaders play a critical role in championing new tools by actively participating in discussions and modelling their use. Their endorsement helps mitigate resistance, as employees often look to leadership for guidance during times of change.

2.??? Understanding Organizational Culture: Just like with Yammer, assessing and aligning technology with the organisation's unique culture is vital. A one-size-fits-all approach often leads to failures in adoption. Engaging employees in discussions about their needs and preferences can help tailor solutions that resonate with the workforce.

3.??? Strategic Planning: Reflecting on the missteps of past implementations in which IT took the lead alone, internal communicators must take a strategic approach to technology deployment. This involves getting a seat at the table early, setting clear objectives, defining success metrics, and articulating how new tools will enhance communication rather than complicate it.

4.??? Comprehensive Adoption Programmes: The lessons learned from past implementations underscore the need for robust adoption programmes. Just because you build it doesn’t mean employees will use it. Employees must feel confident and capable of using new technologies. Adoption should cover how to use the tools and illustrate their potential for improving communication and collaboration.

5.??? Health Check Feedback Mechanisms: Establishing continuous feedback loops is critical. Learning from past experiences, organisations should implement channels for gathering employee insights and concerns about new technologies, allowing for adjustments that enhance usability and acceptance.

6.??? Cross-Department Collaboration: A clear RACI across multiple functions is critical to success from the beginning. Including Communications, IT, Ethics & Compliance, Learning & Development, Change Management, and other stakeholders ensures a comprehensive strategy that considers various perspectives and promotes a culture of shared ownership.

In conclusion, AI implementation and its challenges are a hot topic. As internal communicators, we can make the path to successful implementation and adoption easier by acknowledging what worked and what didn’t and truly learning lessons from the past.

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