Global uncertainty is reshaping the way organisations communicate. Economic pressure, shifting political landscapes and rapid technological change are all influencing how messages are planned, delivered and received. These challenges are placing greater emphasis on adaptability and strategic thinking within communications teams.
Our latest insight report, The Mini View, highlights the impact on the communications profession in the UK. With insight from more than 500 communications professionals across the UK, it delves into the key trends and challenges that the industry is facing.
Why Is Uncertainty Influencing Communications Planning?
Global uncertainty has always existed, but the scale and speed of change today are significantly different. Organisations are operating in an environment where multiple pressures overlap and evolve quickly. Inflation continues to influence operating costs, elections across major economies are shifting policy landscapes, and conflicts in regions such as Europe and the Middle East are significantly impacting supply chains and investor confidence. Alongside this, misinformation spreads faster than organisations are able to correct it, making it harder for audiences to distinguish fact from speculation.
These conditions have pushed communications teams to overhaul long term plans, with 31% of comms professionals indicating there has been a significant influence on their strategy. Whether that be building strategies that can shift quickly, or reassessing which channels offer the most impact, agility is crucial. Communications is now, more than ever, a core part of organisational risk management, not just message delivery.
What Do Audiences Expect
When global events feel unpredictable, people look to their organisation for context and reassurance. Employees want leaders who acknowledge what is happening and explain what it means for them, while stakeholders want visibility on decisions and direction.
As a result, communications teams appear to be placing greater value on channels that offer stronger engagement, like video content. For both internal and external communicators, video content took the top spot, with 52% and 65% prioritising it over other forms of content. Giving leaders a more human presence offers a route to reducing ambiguity and building trust and connection in a way that text alone cannot. Social platforms also remain a primary tool for external visibility, allowing organisations to respond rapidly as events unfold.
The Internal Pressures Influencing Strategy
While global events dominate headlines, internal pressures can have an equal impact on communications strategy. Many communications teams are dealing with restructures, budget freezes and varied levels of senior buy in, affecting how they are planning and prioritising their resource. Over the past 12 months, 35% of communications have seen a decrease in budget, and just 13% are expecting an increase in their budget in the next 12 months. Despite demands on the function increasing, many teams are being left under pressure to do more with less.
Demonstrating strategic value of the function is now more crucial than ever, so it’s not surprising that strategic thinking is now considered the most important attribute of a modern communications professional. Leaders are seeking professionals who can keep organisational priorities front and centre, and ensure that communications activity genuinely supports progress towards these goals.
Download The Mini View
To read more about the current state of the UK communications market, you can download the The Mini View by filling in the form below:
