Internal communications operating model

The question it helps answer

Use the internal communications operating model to organise the reasoning behind this question: How should internal communication support employee experience, change, and brand consistency? The working view makes audiences, moments, and narrative visible so discussion can move from general opinion to a specific action or decision.

When to use it

Use the internal communications operating model when people working on marketing and communications are using different mental models for audiences, moments, and narrative, and that difference is changing choices or coordination.

What it is

The internal communications operating model is a set of connected concepts for examining one situation from several necessary angles. Its core working elements are audiences, moments, narrative, and channels. Those elements belong together because each changes how the others should be interpreted or acted on.

Core elements

Audiences

Identify the relevant people or groups, their needs, and any important differences in influence, access, or impact. Within the internal communications operating model, connect this entry to moments so the relationship can be reviewed rather than inferred.

Moments

Capture moments only at the level needed to answer: How should internal communication support employee experience, change, and brand consistency? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the internal communications operating model, connect this entry to narrative so the relationship can be reviewed rather than inferred.

Narrative

Match the message, level of detail, channel, sender, timing, and feedback path to the audience and consequence. Within the internal communications operating model, connect this entry to channels so the relationship can be reviewed rather than inferred.

Channels

Match the message, level of detail, channel, sender, timing, and feedback path to the audience and consequence. Within the internal communications operating model, connect this entry to ownership so the relationship can be reviewed rather than inferred.

Ownership

Assign one accountable owner and distinguish final accountability from contributors, reviewers, and people who must be informed. Within the internal communications operating model, connect this entry to hR interface so the relationship can be reviewed rather than inferred.

HR interface

Describe what each side provides, when it is needed, how readiness is confirmed, and where unresolved issues escalate. Within the internal communications operating model, connect this entry to feedback so the relationship can be reviewed rather than inferred.

Feedback

Capture feedback only at the level needed to answer: How should internal communication support employee experience, change, and brand consistency? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the internal communications operating model, connect this entry to measures so the relationship can be reviewed rather than inferred.

Measures

Define the measure, population, period, source, owner, calculation, baseline, target or reference range, and counterweight. Within the internal communications operating model, connect this entry to feedback so the relationship can be reviewed rather than inferred.