In this discourse that is being drawn around the need for companies to evangelize change and social transformation around the 2030 Agenda, it is DIRCOMs who are absolutely responsible for coordinating effective, efficient and sustainable communication with all departments of the organization.
Many entities are leaving out many entities that are important figures in the processes of internal change of organizations, and we DIRCOMs are the ones who are bringing the entire ecosystem of companies back into the game. That is why it is so important to make our work and its importance visible in any business structure.
Beyond the application of the measures that are imposed on us organically or the obligation of compliance such as ISO 14001, etc., there is a very important section, which we must take into account. There is a very important section, which I encounter every day in my professional career. The sensitization of the human team of an organization.
Whenever we face a process of change, in any area of our lives, the concept of comfort zone arises. Every process towards a transformation involves a series of steps that are fundamental to be able to obtain that change successfully.
In my day-to-day work at ARPA, I have tried to gather different points of view, conversations and experiences with colleagues, external professionals from other fields, professional colleagues and all the stakeholders of our organization. We all know that the corporate culture is based on action plans. When I joined ARPA’s management team, I immediately saw that I was in a different organization, far beyond being an entity that does humanitarian engineering, it is an entity that really wants to change the WORLD, with a highly committed management and with an action plan that does not remain indifferent to the responsibility of the entire organization.
This collection of information from the different conversations, experiences and situations that I encounter on a daily basis, make it evident that the entities are leaving out the employees, who are the real pieces of action for change; they are also the most difficult and demanding public with whom we work and to whom we must really evangelize to be able to transform.
That is why awareness is so important, and knowing how to manage it in all the communication channels available to a company makes this word a key link for the changes to flow.
Any change process in an organization strikes at the heart of social change. And this cannot be taken lightly, if a few years ago companies were concerned with concepts such as quality, digitalization and flooded us with concepts of an industrial era, today the messages towards a much more sustainable industry, with concepts such as circular economy, responsible supply chain, are concepts that DIRCOMs have to deal with every morning.
In recent years I have been passionate about reading about employability in the 21st century, the importance of key competencies, the 2030 agenda and of course the radical changes that are going to take place in the very near future.
In top management plans, in job interviews, in interdepartmental conversations. The word sustainability is a constant, and we have to take the pulse of this reality, from the communication departments, we must be able to successfully internalize these messages in the networks of the companies.
But do we really know what we are talking about, are we really aware of this generational change that is coming and that we will go from working with generation G to generation X, are we adapting our messages, are we getting our actions right, are we clear about the internal communication challenges that we are facing?
The closer I get to these readings and movements such as knowmads or ESG business strategies, the more they make me think about the great gap we have ahead of us. An exciting gap that will lead us to a methodological transformation in the way DIRCOMs have to work: we must be more and more creative, embrace AI as a working tool and not abandon guerrilla marketing. We have a great responsibility ahead of us to be the nervous system of our organizations.
On the one hand, there are the corporate snipers, DIRCOM aware, and of course willing to take the risks of change. On the other hand, there are courageous institutions that are clear and know that betting on our collective is much more than just sending communiqués. But unfortunately there are also those on the couch, those who won’t move me even with hot water, for me those are the ones who are really responsible for the failure of change, the failure of active communication and the anxiety of many of our professional colleagues.
All the changes of era went through processes of sensitization. From the Renaissance to the industrial era, they involved icons, images and even speeches that were tailor-made for the masses. And it is this awareness that DIRCOM’s COMMUNICATION-ACTION must deal with, although awareness is nothing more than an art of presentation, of internal communication that helps us to have everything ready to make the leap. This is why senior management must be aware of the importance of responsible and professional communication. Nowadays, communication has been democratized and betting on it is no longer only a matter of Multinationals.
In short, the end of an era as we knew it and the beginning of a new one: the era of ACTION.
And in this change of era, there are many agents involved:
- Top management
- Area managers
- The environment
The glue of this communicative action is us DIRCOMs.
Without action there is no reaction, so if at this stage of reading you have decided to bet on COMMUNICATION-ACTION, thank you for believing that together we can make a better world.