Setting up an Internal Communications function from scratch can be daunting task, but it is also a real opportunity. I have been fortunate enough to work in two organisations where I have been able to create an Internal Communications function: both were exciting change and transformation projects, and there was plenty of scope for creativity in developing strategy.
I have a framework I use for developing strategy when going into an organisation; it is the pitch that I make to Leaders on how to structure Internal Communications to ensure maximum effectiveness.
The framework is based upon four pillars as follows:
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Agile IC 
This is very useful thank you.
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Great post, thank you for sharing. In my experience it’s key to define engagement, particularly if you’re talking about it for the first time in an organisation. I wouldn’t combine it with ‘softer’ areas, but encourage demonstrating the impact and potential business results of a truly engaged workforce. For example affecting safety rates, productivity, lower turnover/higher employee retention etc.
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