internal communication

UKGC10 Session two: Socialising Internal Communications

/ Sharon O'Dea / 8 Comments

The second session of the day was the one I was looking forward to the most, having discussed it ahead of the event with Kim Willis and Mark Watson.

Kim took the lead on facilitating, but as it turns out the discussion managed to veer though the full swathe of internal comms issues without the need for much facilitating at all. It seemed like we covered an awful lot in under an hour, and could have talked for at least another hour.

Almost everyone agreed  social media could play a much bigger role in internal communications, but within the public sector at least there hasn’t been widespread adoption yet.

Someone described social networking as “what intranets are supposed to be” – enabling you to connect and collaborate with colleagues, share information and improve communication.

A social intranet enables the recording and sharing of organisational knowledge. But while knowledge management looks at how we manage our intellectual capital, we need also to look at how we record, share and pass on social capital too – that is, sharing that knowledge of people and processes that we all build up over time.

Shane Dillion said we rely too much on traditional, top-down methods of communication that no longer suit the way we work. To become more effective, everything we learn outside the organisation should be bought back in and shared.

By enabling colleagues to connect with one another, and by making working lives a little bit easier, good social intranets have a positive impact on employee engagement too.

Many cited middle management as a barrier to adoption of social media. In some ways this is understandable, as social internal comms reduces the middle managers role as a gatekeeper of information.

Our current organisational structures are built for command and control, not collaboration. So the success of internal social media  depends on moving management towards a culture of co-creation.

The question of culture is a very important one. Technology cannot itself create a collaborative culture; if people aren’t talking to each other already, introducing social tools isn’t going to make them.

Other common barriers include silo culture and concerns around security, particularly in relation to things like Government Connect. Platforms like Yammer are incredibly simple to use, and have some great functionality, but sitting outside the firewall are considered too risky by many.

(As an aside, while I like Yammer, I find its default email setting – which emails for every notification – begins to grate remarkably quickly and is itself a barrier to adoption).

But as I blogged about recently, the business case for internal social media is strong and growing. Carl Haggerty gave an update on the Devon County Council social networking pilot he talked about at LocalGovCamp. They branded this ‘business networking’ to counter accusations of frivolity and timewasting. This succeeded in winning hearts and minds, and in evaluation recently he found it produced considerable (but non-cashable) savings.

So what do we do to hasten the adoption of social media inside the firewall?

  • JFDI. The old adage that it’s easier to ask forgiveness than permission is true to some extent, but it isn’t that simple when it’s your job on the line. But start with a small, agile pilot that can be scaled up if successful. If it works, the organisation will buy into it. If it doesn’t, you won’t have lost much.
  • If you want to promote new ways of working, switch the old ones off. Carl Haggerty said his team made a commitment to use their Business Networking tool for discussion rather than sending group emails. People like their tried and tested methods, so you need to provide incentives to change.
  • Dave Briggs said change needs to be dramatic to work – new tools have to do the same thing at least nine times better to win people over.
  • Get buy in from leadership, and encourage them to use social media internally to communicate, listen and lead.
  • Don’t focus on the negatives. Yes, some people will misuse social tools, but most will not. Posts have real names on, so are self-policed.
  • Don’t reinvent the wheel. Adapt your code of context to say how it applies in an online context rather than write a new code from scratch – that way you avoid protracted negotiations.
  • Hug your CIO. Work with ICT to reach solutions to problems like security rather than focus on barriers.
  • Demonstrate value. Budgets will be tight for many years to come, so we need to set out the business case for social tools, though improving flexibility, sharing knowledge, and improving productivity.

Internal social media sits at the intersection of culture change, innovation and knowledge management. It has the potential to deliver innovation and collaboration, but to do that we need to adapt to the cultural and technological barriers in our own organisations.

This was a vibrant and varied discussion, and we could all have talked for ages. Phil McAllister suggested an internal comms barcamp, which a few of us have begun to discuss in more detail. Watch this space.

Intranets are key to recovery in 2010, say surveys

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Each January, Jakob Neilsen’s annual intranet design annual is released. This showcases the top ten intranets of the year, and is a good indicator of trends in intranet design and usability.

This year’s Neilsen report found intranets are becoming a higher priority for organisations, intranet teams are growing in size, and increasing numbers feature mobile accessibility and social networking.

On the face of it, the improved functionality comes as no surprise. Mobile internet and social media has grown exponentially over the past few years. Our experience of using the web creates expectations of the kind of content and functionality we want at work too; as we rely on our iPhones to do everything for us when we’re out and about, we expect to be able to use our intranet on it too.

That intranet budgets and teams have continued to grow despite the long recession reflects a growing realisation that intranets can deliver real return on investment for organisations.

Significant and measurable returns can be made by making information easier to find – quite simply, less time spent searching for things is more time people can spend doing something worthwhile. Functionality like self-service HR can see sizable reductions in administration costs.

Less easy to measure, though, is the value of the intranet in improving engagement. Last year’s MacLeod Review on Employee Engagement (from the Department of Business, Innovation and Skills) found that more widespread adoption of employee engagement approaches could impact positively on UK competitiveness and performance, and meet the challenges of increased global competition.

Good intranets not only make life a little easier for colleagues, they improve communication, facilitate collaboration, enable people to connect and have their say, and help workers feel part of their organisation. This, in turn, encourages employees to say, stay, and strive.

Another study out this month, from communication research specialists Melcrum, would suggest organisations have heeded Macleod’s call for greater focus on engagement.

In the survey of 2,212 senior communicators, 40% said the business case for social media within internal communication was clear and that there is visible return on investment, while 53% of those who responded said they were planning to increase investment in their organisation’s intranet in 2010.

The results of this study show that not only are organisations investing in good intranet design, but also in functionality and content. When asked about channels used for internal communication, the intranet ranked as the most effective channel by 73% of senior communicators worldwide, with a clear majority believing webcasts and video would grow in importance in 2010.

Respondents highlighted a wide range of business benefits from investment in internal social media. These included improved levels of employee engagement (21%), better communication with remote workers (16%), knowledge management and collaboration (25%), improving employee feedback (20%) and making business leaders more visible and accessible (14%).

Both the Neilsen and Melcrum studies show intranets are maturing. Increasingly they’re moving away from being a simple repository of information and becoming instead a platform for communication, collaboration and engagement.

Victoria Mellor, CEO of Melcrum said: “There is a fundamental shift happening with how information flows inside an organization. Peer-to-peer online networks are enabling real-time feedback from employees to inform decision-making, not to mention facilitating collaboration between remote workers.”

With budgets tight, the pressure is on for organisations to demonstrate value for money. But with growing evidence of the business benefits of investment in intranets and internal social media, it’s clear they’ll play an even more important role in 2010.

Intranets and urban sprawl: a postcard from down under

/ Sharon O'Dea / 1 Comment

This month I’m taking a bit of a break before starting my new job  in the new year. In desperate need of some sunshine, I jetted off to Sydney, Australia.

After spending some time lolling about on the beach, throwing shrimps on the barbie and wandering around town wearing a hat with corks on, I decided to head out of the city for the obligatory bush walk.

As I drove out of the city in search of some bush to hike in, I realised that Sydney is huge. It takes literally hours to reach the city limits. My (Australian) host explained that this is a result of Sydney’s short history.

Sydney

Sydney: this is where it all began

You see, although the area around what’s now Sydney Harbour was home to Aboriginal settlements for many hundreds of years, the modern city is a relatively new one.  The roots of today’s city began with the arrival of the First Fleet in 1788. This was a ragtag band of soldiers, convicts and a few entrepreneurs looking to make a few quid.

They set up camp in the area that is now central Sydney, naming it New Albion. From these humble beginnings the city has grown. And grown. And grown.

As a city built largely in the age of the car, on land that is seemingly limitless, Sydney has  become characterised by urban sprawl. In fact, it’s now the third-largest urban agglomoration in the world.

It struck me that the story of Sydney is very much like that of your average corporate intranet. Most began life, like New Albion, as a bit of a side project, with no clear aims or objectives.

Sydney's urban sprawl

Sydney's urban sprawl 1917-2031: a bit like your intranet

And just as land and resources seemed limitless to those looking for their quarter-acre plot on which to build a family home in Sydney, so too does seemingly limitless server space encourage intranets to grow exponentially.

An explosion in car ownership enabled Sydney to grow to its present proportions. Similarly, the emergence of piss-easy CMSs meant that anyone can be an intranet’s content author, allowing them to add to the urban sprawl of your corporate intranet.

So, just like Sydney, the history of many intranets means they’ve become bloated and difficult to navigate.

But this is where my metaphor falls down.  Sydney householders would certainly be a bit miffed if you were to knock their homes down or move them to somewhere a bit more sensible. But for intranets, that’s certainly possible.

Here’s are some ways to prevent or fix urban sprawl on your intranet:

  1. Decide what your intranet is for. An obvious point, perhaps, but it’s important to set clear objectives for your intranet.  Think not only about what you want to achieve, but how the intranet will help you get there. Be both specific and realistic.
  2. Get to know your audience. The intranet should reflect the culture of the organisation. Adding discussion groups to your intranet will not make people want to participate if there is no existing culture of participating within the organisation. Find out what users want, but speak also to those who don’t use the intranet much to find out why.
  3. Best before end. Set expiry dates for all content pages, with owners or authors required to review them at set intervals to ensure they’re still accurate and up-to-date.
  4. Is this yours? Pages without owners are the intranet equivalent of those boarded-up houses along the North Circular. If no one cares enough about the content to take responsibility for it, it’s likely few would miss it if you were to delete it.
  5. Remember the law of diminishing returns. Every additional piece of content added to your intranet makes it a little bit harder for the user to find the actual information they need.
  6. Help people find their way around. Investing some time and money in getting your information architecture right will soon pay for itself.  Don’t just rely on the main menus, though: use the left-hand navigation lists and the footer of each page too. Help people get back to the section home,  the home page, and to other related pages. But people have different ways of looking for things, so a good search engine and A-Z are needed too.
  7. Raze your city to the ground. It’s not an option that’s open to city planners, but there are strong arguments for scrapping your intranet and starting again. A clean slate gives you the chance to get your information architecture and governance structures right, before developing your content from scratch so it really meets the needs of your audience. This nuclear option is an expensive one, but one that shouldn’t be dismissed entirely.

Over the coming months I’ll be thinking a lot more about intranets and how we can make them better. What are your tips for keeping your intranet fit for purpose?

Google Wave for Internal Communication

/ Sharon O'Dea / 4 Comments

After my first post about Google Wave, I asked if any other internal communicators would be interested in trying Wave to see what, if any, applications it could have in our field.

And so a couple of weeks back I was joined online by BlueBallRoom’s Jenni Wheller, and Mark Detre, who’s responsible for Google’s own internal communications across the EMEA region (good to see Google eating their own dogfood here).

The three of us began by having a simple play around with the features, adding maps and pictures to the discussion. Once we’d got the hang of it, we began to think about how we might be able to use it to improve internal communciation.

Jenni asked “‘I’m not sure what it adds to the mix – i understand that it integrates various platforms that we all use but do we like keeping them seperate? do we need them all together like this? I feel like i’m skyping!’

However, by combining the live aspect of chat with the option of playback (asynchronicity) of email, it beocmes useful for dispersed teams.   In my last job, working for global charity, we had people working in pretty much every time zone. A platform that allows for people to watch the discussion before adding to it themselves, could be a real benefit to small but global organisations.

We talked about the potential for organisations to use Wave for specific communications. It would work very well for something like a live online chat with the CEO, where people could post questions in advance of the live event, and join in at the time or play back afterwards.

However, even with just three of us talking at once the conversation can be happening at several different points in the Wave, so it’s easy to miss bits of it.

Similarly, it’s quite easy to ‘zone out’ while on Wave. Tab over to an email, or answer a call, and it’s hard to remember where you left off.

Jenni, Mark and I agreed a Wave discussion, like a face-to-face meeting, would work a lot better with a chair or facilitator keeping participants on track.

You need different tools for different jobs, and this one would appear to work well for specific projects, allowing people to chat, email and share documents all in one place.  Mark said:

‘The main draw for me is that it brings everything together; for example, I do most of my drafting in Google docs, and I guess there’s also an easy way to insert those; it looks like Wave is best for businesses that do most of their work online or in the cloud’.

Few organisations are yet at that stage, though; this is a little premature for the rest of us, and would almost certainly be difficult to sell to colleagues. The potential is there, but we need resources as well as attitudes to catch up.

There’s still a long way to go before social media tools become the norm in the workplace. And even when they are, our existing channels remain useful. As I spotted when I visited Google recently, even in a high-tech environment the printed poster still remains effective.

Will it change the world? No. But will it help internal communicators? Possibly. We all have to make a call on what helps our own organisations to talk, listen and collaborate, and this is certainly a useful tool to add to the mix. Nonetheless, becoming more collaborative requires cultural change.

And that means changing our behaviours, not our tools.

If you’d like to read and join in the Internal Comms Wave, drop me a line and I’ll invite you in.

The Social Organisation

/ Sharon O'Dea / 7 Comments

It was just coincidence that I began reading Clay Shirky’s Here Comes Everybody on the tube on the way to the recent FutureGov Consultancy/Huddle event on internal collaboration, but a fortunate and relevant coincidence nonetheless. Shirky argues that the web can enable people to self-organise, and in turn will transform our world. The event’s speakers argued that those same ideas of self-organisation and reduced costs can – and should – transform our bureaucracies.

In a small group everyone is able to speak to everyone else to organise their time and resources. Once an organisation gets beyond a certain size, management is needed. But managing resources itself takes resources, and these costs tend to grow faster than organisation size.

This makes organisations quite inefficient. Like all large organisations, councils use quite a lot of resources on managing and communicating internally.

Huddle’s Charlie Blake Thomas told an all-too-familiar story: Someone sends around a Powerpoint Presentation by email to ten people. People make their changes and send it round to the group again. Soon you have eight or nine different versions in circulation. Version control goes out of the window. Inboxes are clogged up with crap.

In the past this was neccessary, but these days there are better ways of collaborating. Huddle is one of them, but other collaborative software is also available.

However, technology is no panacea. Becoming more collaborative requires cultural change. Councils are rigidly heirarchical structures and quite set in their ways. We’re used to working in silos, and many prefer it that way.

But as Bob Dylan so famously sang, the times, they are a changin’. It’s clear the public sector as a whole has a few turbulent years ahead as a result of tight public finances and changing demands.

In addition, local authorities are increasingly delivering services in partnerships, thanks to initiatives like Total Place. All of this means becoming more collaborative is not a choice, it’s a neccessity.

Anne McCrossan argued that old boundaries – between and within organisations – are increasingly irrelevant. The emphasis shifts from org chart structures to informal communication networks and those individuals within organisations who act as gatekeepers, hubs and pulse-takers. Organisations need to take advantage of these tacit information-sharing relationships in order to build effective networks.

Moving away from rigid structure towards a more collaborative way of working brings big benefits for organisations. First, it fulfills those needs that sit at the top of Maslow’s Heirarchy; social participation gives people the power to self-actualise. By sharing information more widely, we present opportunities to learn. A social organisation is, by definition, a learning organisation.

Most importantly, it makes us more efficient. By reducing the costs of communicating and managing, we free up resources for service delivery. Private sector organisations thrive when they bring down management and transaction costs. We need to learn from their best practice in order to make the most of our resources.

McCrossan’s presentation echoed in many ways the work of employee engagement guru John Smythe. Smythe argues for employee engagement programmes aimed at moving employees up the engagement ladder – that is away from old structures of command and control towards a culture of co-creation.

Like Smythe, McCrossan emphasises the role of leadership in bringing about change, with a focus on behaviours and relationships rather than command and control.

Affinity, she contends, is stronger than structure. Organisations work best when they share a common purpose, comunicate that purpose, and bring colleagues along towards the common goal.

This is something local authorities ought to be good at; those of us who work for one know that ultimately our job is to make life better for people in the borough. But all too often we’re guilty of focussing on our own work and not the bigger picture.

Becoming collaborative organisations gives councils an opportunity to redefine their purpose. By focussing on working together with residents and partners towards our common goals, we can become more efficient and effective, as well as becoming better places to work.

Over the coming months and years local government will be asked to redefine its own purpose in order to become leaner and more efficient. That means rediscovering those shared goals and giving people the tools to work more efficiently towards them. Structures are inefficient: harness common purpose, though, and organisations can achieve more efficient delivery.

Leadership: why Greg Dyke is like the Wizard of Oz

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In an interview with Management Today this week, former BBC Director-General Greg Dyke said the key to building up a high degree of trust and loyalty among employees is to make sure that they say the right things about you to others:

‘Leadership is about the stories that are told about you – both positive and negative’, he said. ‘You’ll be judged by those stories more than anything you say or write, and people will need to like what they hear about you. The most effective leaders are the ones who are loved by their staff. Always think as a leader: how will this be seen?’

His words echo those of the Wizard of Oz, who said ‘ A heart is not judged by how much you love; but by how much you are loved by others’.

In all but the smallest companies, it’s not possible for the CEO to develop a personal relationship with all employees, so instead they rely on internal communication (as well the informal networks of office rumours and gossip).

But is it really the job of communicators to present their Chief Exec as a loveable kind of guy? Or does that risk leading us, David Brent-like, to confuse popularity with success?

David Ferrabee cautions against what he calls the ‘Wizard of Oz approach’: ‘If you do put employees in front of the CEO a lot, they might find out he/she is not actually the Great and Powerful Oz, but just a WC Fields lookalike’.

And therein lies the problem. It’s not a leader’s job to be liked; it’s their job to lead. Most CEOs are affable kind of people. Most are good communciators – they need to be so to have reached that position. But it doesn’t follow that they have to be the kind of person colleagues would be happy to go for a beer with.

In the introduction to the recent MacLeod Report on Employee Engagement, Peter Mandelson says ‘organisations that truly engage and inspire their employees produce world class levels of innovation’.

What inspires people is encouraging innovation and ideas in the workplace that are focused on competitive advantage or shared vision. That means engaging with colleagues and managers and bringing them along with you on a journey, communicating honestly and clearly.

Arguably, building a personal mythology for a leader could stifle rather than encourage innovation. After all, how many colleagues would be willing to challenge the Great and Powerful Oz?

Dyke’s job as the leader of a quasi-public sector organisation in the midst of bitter battle with senior government figures meant he slipped easily into the role of staunch defender of his organisation and his staff.

But few other leaders are in such a position. Most answer to shareholders, or in the public sector, elected leaders, so simply presenting yourself as likeable is not a viable leadership communication strategy.

So while Greg Dyke inspired extraordinary loyalty from his staff, his strategy’s not goingto hold water for many others. Other leaders wishing to develop their own organisational profile need to communicate in the way that suits their organisation, their objectives, and their own leadership communication style.

Thoughts on Portsmouth’s Facebook ban

/ Sharon O'Dea / 9 Comments

Portsmouth Council announced this week they’ve decided to ban access to Facebook from its computers after it was revealed staff spent an average of 400 hours a month on the site.

Council bans on Facebook are hardly new; many have restrictions on access thanks to the requirements of Government Connect. But this story focussed on “waste”, noting 400 hours a month equates to between five and six minutes per month spent on the site by each of the 4,500 PC-based staff.

Firstly, the statistic isn’t a sound one; Portsmouth Council admit they can’t differentiate between business and personal use, nor between dwelling and active browsing, which means they don’t know how much of that 400 hours is clocked up by windows left open while the user does something else.

Second, the headline doesn’t reflect the real issue behind this story. Organisations have had this debate many times already, over the potential for employees to waste time if given a telephone, email, or access to the internet. In all of these cases, it’s a manager’s job to tackle any perceived timewasting, and so too it should be for Facebook. But instead of looking at the quality of performance management, Portsmouth Council are trying to solve the problem from the centre.

This strikes me as throwing the baby out with the bathwater. People are already talking about us on social networks. We can either choose to ignore those conversations, or we can listen to and learn from them.

As Carl Heggarty notes, would we consider a member of staff visiting a village hall and listening to community issues and communicating with them about councils services a waste of time, or would that be considered community engagement?

Employees listening out for the organisation on social networks gives us an extended network of “eyes and ears” able to highlight problems and bring them to our attention before they spiral out of control and become significant reputational risks.

By banning access, we prevent employees from listening on our behalf, identifying problems so they can be given attention by more conventional means. But heavy-handed bans also prevent employees from speaking for us. Employees can be powerful advocates for what we do, and are likely to speak highly of us in their social networks, both on and offline. By banning access we limit employees ability to advocate for us online.

By limiting the extent to which informed and engaged employees can advocate on its behalf, Portsmouth Council is failing to get the full value from its internal communications.

Finally, centrally-imposed bans on access could also be said to have a negative impact on employee engagement. Hertzberg argues that dissatisfaction with employment is primarily motivated by company policy, supervision, salary, interpersonal relations and working conditions (what he termed ‘Hygiene Factors’). Portsmouth’s policy of blocking social networking sites could be seen to create dissatisfaction among employees, as it could be seen to be heavy-handed centralised supervision, and limits their ability to manage their work-life balance and build working relationships.

The Work Foundation found access to new technology affects how people view their organisational culture: “People who have access to newer technologies are more likely to characterise their organisation as one that is loyal with mutual trust, that is committed to innovation and development or is focussed on achievement and not rule bound”.

The holy grail of employee engagement is discretionary effort. Engage your staff and they repay you by investing more time and effort into their work; fail to engage – or actively disengage – and employees are not motivated to contribute more than the bare minimum.

A more nuanced look at Portsmouth’s Facebook ban might reveal it has a negative impact both on employee engagement and on community engagement, resulting in far more “waste” than the five to six minutes a month currently spent on Facebook.

Podcasting for internal communication

/ Sharon O'Dea / 2 Comments

Tools like YouTube and AudioBoo mean we can produce and distribute audio and video more easily than ever. Abi Signorelli, Head of Internal Communications at Virgin Media, has been experimenting with AudioBoo for a few months. She’s been using it to record her thoughts, and for impromptu interviews with people she bumps into.

It’s certainly an interesting idea. Using real voices from real employees can really bring messages to life, and arguably help to break down organisational silos.

Video, too, is cheaper and easier to produce than ever. Where I work we’ve been using the cheap and ridiculously simple Flip Video to record and share interviews and footage from events. The proliferation of mobile phone cameras means people no longer expect well-produced, slick corporate video. The homemade quality of videos from Flip or mobile phones lends a shaky, grainy authenticity that viewers are now used to seeing on You Tube.

YouTube is now the second most popular search engine in the world – which just goes to show people are actively looking for multimedia content.

But are people looking for it at work? Recent research at a large telecoms company found less than 4% of employees are interested in watching online video from their employer, while actual hit rates on their corporate videos are even lower. Similarly, Abi’s Audioboo advertures have stimulated some interesting debate, but the recordings themselves attract comparatively tiny internal audiences within Virgin Media.

All of which suggests that hype surrounding pod- and vodcasting is overblown. But in my view that would be too simplistic.

History shows our media consumption habits at home create expectations of the media we consume at work. So as more of us access online video or podcasts regularly, it follows we’ll expect the same media rich content in our employee communications.

Short videos from our recent community festival had surprisingly high numbers of views, and some great feedback from colleagues who said they appreciated seeing some of the events going on across the borough.

But that’s not to say in a few years time we’ll all be scrapping our staff magazines in favour of audiovisual content.

First, audiences have to jump through quite a few hoops to access podcasts. Even simple steps like having to download the file to listen, or even plug in headphones, are reasons not to bother. In organisations like mine – with a high proportion of non-wired audiences – the barriers to access can be huge.

Even for desk-based audiences, video and audio is more difficult to access than traditional print and online communications. A recording, even if really well made, takes considerably longer to consume than the same amount of information in text form. So while they’re cheap to make, they cost more in staff time to consume.

Those who are likely to take the extra steps and extra time to consume video or podcasts are those who are already highly engaged. Those who aren’t will need some strong motivation to actively access information in video and postcasts.

So how do we do that? Simply: make it worthwhile for the end user.

We need to think why would someone take time out of their day to view/listen to this? Would you take ten minutes out of a busy day to listen to corporate news in audio form? Probably not.

But would you take some time out to watch a video of colleagues at a sports day? Or a preview of a new product? Possibly.

Its certainly not suitable for every kind of message; the disincentives to access mean it certainly can’t be relied on for business critical information.

But nor should we write off podcasting for internal comms just yet. Video and audio can bring colour and tone to communications that traditional channels can’t. With home consumption of online audio and video expected to continue to grow, as well as increasing numbers of people working remotely, audio and video look set to play an increasingly important role in the internal comms mix.

In the meantime, it’s good to experiment. You can listen to Abi’s AudioBoos here. Why not add your own?

Old school comms at Google

/ Sharon O'Dea / 2 Comments

I’m an internal comms geek. So when I went to Google’s London HQ this week I was really surprised that their internal comms people favour the old school poster-in-toilet approach.

Proof positive that even in the most tech-savvy of environments you still need traditional print and face-to-face internal comms channels.

But in the loo? Is that an appropriate environment to be advertising in? Internal communicators are pretty split on the issue.

More on GoogleLocalGov soon.