Every organisation has a core of information that must be shared if that organisation is to achieve its goals. Sometimes it’s operational, sometimes strategic, occasionally even inspirational.

What’s absolutely clear is that we, as communicators, don’t own that information.

What we do own is the right to work with management at all levels to use communications as a means of enabling them to achieve the business outcome they’re aiming for.

We should have a unique expertise within business - the ability to harness whatever ‘output’ opportunity is available to secure the outcome the organisation needs.

I advocate a single communications group within an organisation working as an agency/consultancy to support business teams across all stakeholder audiences.

But we can never become a bottleneck - that stymies the whole process. So, as much as being the doers doing the do, we have to help leaders to be more personally effective as communicators, and for everyone to feel its easy to comply with clear policies and practices and be active in their own outcome-focused business communication.

So, our role becomes custodians of the overal comms plan drawn from the business strategy; setters of great examples, troubleshooters to ease the log jams, knitters of a coherant web of communication, and still a corporate conscience where our first question has to be ‘what are you trying to achieve’ rather than ‘what format do you want this in.