"Employee activism", "Value of experience", "Nextgen leadership" ... and other communication trends

The report highlights the many challenges that communications must address to meet the next generation of leaders and employees, new forms of work and voice, and technological innovation.

Harbourclub advocates for strong communications management in a digitized world and anticipates discourse on trends, key issues and the value proposition of integrated communications. In view of the ongoing changes in the economy, the world of work and society, companies are facing new questions - and these affect their Chief Communications Officers (CCOs) in particular.

According to Harbourclub, frequently cited buzzwords such as "stakeholder capitalism," "new work" or "digital transformation" call for new ways of thinking. Traditional communication is changing, its tasks are becoming more comprehensive, and it must 'function' differently.

Hans-Peter Nehmer, President Harbourclub: "Never before has interaction and collaboration been more hybrid, never before have stakeholders been more self-aware and empowered than today - both inside and outside the company. It is therefore all the more important to consciously address and manage communication at all levels."

In a practical report, HarbourClub presents the experiences of its members from international companies such as Novartis, Microsoft and Siemens. Six trends for communication can be derived from the case studies of the contributing partners - and what these can mean specifically for CCOs and their teams. The report is supplemented by a survey conducted by the International Institute for Management Development (IMD) in Lausanne, which sheds light on the communication challenges faced by CEOs.

Each of the six trends was illustrated with specially created digital artworks. All works are Non-fungible Tokens (NFTs, non-exchangeable digital tokens) and can be purchased directly from the artists via a specialized digital trading platform.

And these are the six trends

 #1: Nextgen leadership - be responsible

 'Stakeholder capitalism', more flexible corporate hierarchies, the active participation of a new generation of talent, social engagement and social vectors from diversity to inclusion are the new leadership challenge for communications professionals. The takeaway: Only those who face this diversity responsibly can lead the way as a mouthpiece for the different stakeholders in the company.

#2: Hybrid work - be everywhere

Work models are changing, functions and responsibilities are becoming increasingly dynamically networked, and new expectations, demands and opportunities for a hybrid work culture are blossoming. This also expands the field of activity of COOs, who seek balance and new patterns of identification with the company in the hybrid mix. The takeaway: actively shape the work culture from all sides!

#3 Employee activism - be inclusive

Speed and complexity place high demands on the mobility of the workforce. Conversely, a new generation of employees is demanding more co-determination and freedom to shape their individual place of work. The takeaway: Leaders face the communicative challenge of engaging their employees interpersonally and in constructive and inclusive dialog.

#4 Audience-led messaging - be relevant

Never before have people been so well informed and at the same time so selective with their attention as today. In the thicket of the current media landscape, readers and users decide which message they want to hear. The takeaway: the relevance of the message is crucial, and less is more.

#5 Everything as a service - be agile

In communications, too, the use of automated standards and innovative technologies brings seamless collaboration, agile service cycles, and sustainable relationships. Ideally, they free up capacity that aligns communications teams and affiliations to the situation and topic - as well as more efficiently. The takeaway: see smart, results-driven services as an opportunity for new agility and dynamism!

#6 Value of experience - be conscious

In the experience economy, the real world merges with the virtual world to form a hybrid brand experience; the digital touchpoints of the digitally extended world are constantly measured with the help of artificial intelligence. At the same time, this sharpens the contrast with the authentic feeling of the "real" experience, its importance increases. The take-away is to dare the balancing act between the contrasting worlds of experience in order to gain and communicate new experiential values.

A detailed description of the trends with case studies can be found here:  www.harbour trends.ch