Rethinking Business Communications Blog

Editor’s note:

This article was updated in 2025 to reaffirm its relevance and expanded scope across today’s evolving business landscape.

Let’s go back to the beginning.

In today’s volatile business landscape, where alignment, transparency, and speed determine reputation, revisiting how the Flexible Communications Strategy works isn’t optional. It’s a leadership discipline that drives credibility and execution across functions.

In my first blog post of March 2012, I coined a definition for a communications strategy:

“A communications strategy could loosely be defined as a standardised system of information flow easily disseminated to relevant stakeholders.”

A definition was necessary to gain a better understanding of the concept. Armed with a clear definition, we could proceed to explore the usefulness of the communications strategy.

A good communications strategy should be ‘standardised’ in such a way that when a particular rule is used in its formulation, it becomes adaptable and applicable in different organisations or sectors. It shouldn’t be a collection of random pieces of information tied together without forethought. The most important goal of an effective communications strategy should be clarity of purpose; stakeholders must understand it and be ready to take the desired action.

The communications strategy unveiled by the Rethinking Business Communications Blog — the Flexible Communications Strategy — is useful when introducing new concepts, implementing change initiatives, and crafting high-stakes reports for diverse stakeholders, as well as during crisis briefings.

Beyond personal communication effectiveness, the Flexible Communications Strategy also serves as a governance framework, as it aligns clarity, accountability, and credibility across organisational communication systems.

While this framework is most powerfully applied at senior and executive levels, its principles can — and should — be practised across all stages of professional growth. The difference lies in how deeply each component is integrated and how it is measured.

What distinguishes the Flexible Communications Strategy from others is simple: It comprises six interconnected components, which, when tackled together, create the ‘standardisation’ of the framework:

I) The “What”

This refers to the key plan/project that the organisation seeks to highlight throughout the year —  the ‘desired good’.

It could also refer to the key message that the organisation wants to convey or the change initiative that it wishes to implement.

II) The “Why”

This refers to the rationale, reason or justification for the implementation of the ‘desired good’.

III) The “Who”

These are the key individuals responsible for the success of the ‘desired good’.

IV) The “How”

This refers to the actions, both strategic and operational, that are to be undertaken towards achieving the ‘desired good’.

V) The “When/How Long”

This outlines the proposed timeline, from inception to completion.

VI) The “Crisis-Mode Plan”

This refers to the contingency plan — for instance, the steps/alternative routes to be undertaken — in the event of unforeseen circumstances that sabotage or negatively impact ‘the desired good’.

These components answer the most critical questions about a plan/project/initiative. Nothing is more frustrating than reading about grandiose plans by management when such considerations are poorly addressed.

The Flexible Communications Strategy should be used by professionals seeking to influence people or those required to implement changes within the organisation.

For example, you’re an executive in charge of an important project who fails to incorporate the six components that would help you disseminate important information in a simple and clear manner. Note that your ineffective communication skills will not inspire the collective action required for success.

Still, the framework is helpful for all professional levels. For early-career professionals, this framework builds structured thinking and clarity. For mid-level managers, it sharpens influence and alignment. For senior leaders, it becomes a decision-making compass that drives culture and execution.

Practical Applications of the Flexible Communications Strategy in ‘Corporateville‘

Even the most impressive theoretical framework of the Flexible Communications Strategy would be pointless unless it could be effectively applied.

In the business world or corporateville, it’s essential to communicate effectively for positive results in employee engagement. As research has shown, effective communication leads to critical business outcomes: 10% higher customer loyalty, 23% higher profitability, 14% greater productivity, and 63% fewer safety incidents. Therefore, professionals in charge of internal communications who adopt the Strategy will be better positioned to influence favourable attitudinal and behavioural outcomes inside the organisation.

Similarly, using the framework with sincere and transparent messaging will enhance the company’s external image, thereby boosting its reputation as a trustworthy organisation.

Nonetheless, the usefulness of the Flexible Communications Strategy isn’t limited to the corporate communications segment. In this information age, all professionals, due to the changing nature of their environments, are required to communicate effectively. To be perceived as credible and knowledgeable, people must use the Strategy to ensure that their messages are simple, relevant, consistent, and flexible.

1) Keeping the communications simple

Simplicity is power.

Whether it’s an organisation-wide memo, an email to colleagues in the company, a roundtable discussion, or a press release, keep the messaging simple by stripping away jargon, redundant terms, and ‘big’ words. You lose people if your purpose is unknown in ninety seconds, and in less time if you’re giving a speech. This corresponds to the “What” component.

2) Keep the communications relevant

Know your audience and stick to the purpose of the meeting, discussion, or deliberations. Bringing up the issue of how official stationery is constantly inadequate is irrelevant in a sales strategy meeting, even as a response to the prompt for questions. Concentrate on the rationale, the reason or the purpose for the communication. In other words, highlight the “Why” component.

3) Keep the communications consistent

This tip is closely tied to feedback. Note that the lack of timely, factual feedback is linked to the culture of the broader environment.

The dearth of good feedback is also unfortunately associated with the ‘why should I go out of my way’ attitude. It doesn’t seem to matter that such an attitude conveys a lack of professionalism. Withholding feedback is counterproductive because it stalls progress.

Choosing competent people to maintain consistent communication via feedback channels demonstrates transparency (and, by extension, trust), which leads to widespread acceptance. This corresponds to the “Who” component.

Furthermore, using the appropriate methods, tools, technology, and other relevant tools to update, review, or realign communications for the required purpose is what the “How” component clarifies.

One important use of the Flexible Communications Strategy is in report writing, as it ensures the completeness of documents. The reports will address key concerns and highlight strong calls to action. Given that clarity of purpose is evident, such reports will lead to quicker acceptance and faster results.

To illustrate the usefulness of this approach in writing critical reports, I recommend the 3-Step Rule. 

Challenge for Executives: The 3-Step Rule of the Flexible Communications Strategy

I) Draw up the Flexible Communications Strategy for a key initiative/plan you are seeking to implement, ensuring that all six components are addressed. You can supplement text with visuals, such as graphics or images, for a greater impact.

II) Circulate it at regular intervals, throughout the duration of the initiative, via the intranet, on notice boards, on the company’s blogs, etc.

III) Measure its impact via appropriate tools and share the results.

Use the framework for mission-critical reports and briefings.

4) Keep the communications flexible

Circumstances change; goals are re-examined, and projects are sometimes shelved. Communications should thus be flexible.

You’re an oil multinational. You’re unlikely to drill for oil in a far-flung region with a history of civil disturbances without having a plan for the shutdown of operations and the evacuation of staff. You’d ensure that you secure a supplementary budget to handle power outages and/or vandalism of your company’s facilities.

Similarly, it’s illogical to ignore the need for backup communication systems that provide support and direction from the headquarters.

Moreover, to ensure the safety and security of your facilities, you’ll need to establish a crisis-management team that is regularly trained. This team would consist of skilled internal communicators and PR professionals, legal personnel, subject matter experts, and security experts who will be responsible for deploying the systems. These points correspond to the final component — the “Crisis-Mode Plan”.

The Beauty of Flexibility: The Beneficial Scope of the Flexible Communications Strategy

Beyond projects, the Flexible Communications Strategy:

• Can be used for your board paper, investor report or crisis briefing. 

• Can be documented and transferred to other executives.

• Can be deployed confidently (because the Crisis-Mode Plan component ensures preparedness, not reactive scrambling).

• Can be positioned as a template for communication excellence that survives leadership changes (because its six components create consistent quality regardless of the type of crisis).

Conclusion

The Flexible Communications Strategy is not merely an interesting theoretical framework with little practical purpose. By virtue of its six components, one seamlessly leading to the next, it’s a particularly potent tool for organisations. Consider it a customisable ‘living’ template for different business contexts.

So, consider this framework a systematic, repeatable framework applicable across organisational contexts. It’s more than a valuable tool for personal skill-building; it’s a critical organisational infrastructure. Integrate it into the fabric of your systems and watch shifts occur and results sustained.

Note that communication excellence isn’t a function; it’s a leadership system — and the Flexible Communications Strategy ensures that system never fails under pressure.

Ultimately, whether you’re refining team communication or steering organisational transformation, the Flexible Communications Strategy scales with you — from personal mastery to enterprise impact.

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N.B –  Images courtesy of freedigitalphotos.net.