H/Advisors Deekeling Arndt hosted the pre-event to the annual Internal Communication Symposium on 5 May 2025, together with beyond – Fachmedium für interne Kommunikation und School for Communication and Management (SCM). Natascha Kunath from H/Advisors Deekeling Arndt and Adaora Verena Geiger from H/Advisors Maitland, highlighted the relevance of internal communication in global transformations.

Around 50 guests, many from well-known corporations in industry, mobility and energy, attended the panel discussion. The panel was made up of high-profile figures including Dr Sarah Rötzer from DKV Mobility, Maximilian Floegel from DB Schenker, Michael Kattau from Bosch Mobility and our colleague Adaora Geiger. The discussion was led by Natascha Kunath.

The participants face various transformation challenges in their companies: Bosch Mobility, originally a supplier of automotive components, is continuously expanding its software-defined vehicles business and faces strong competition from China. DB Schenker, a former subsidiary of Deutsche Bahn, must integrate around 70,000 employees following its sale to the Danish DSV Group. And DKV, a Europe-wide, innovative provider of B2B mobility services on a growth course, must integrate new employees into the company and take the workforce with it on the path to the future.

The key insight of the evening was that internal communication is and will remain the driving force behind the transformation projects of global companies. This is because it influences employees’ understanding of change and their willingness to embrace it. It communicates goals and the necessity of change, and puts it into context. The decisive factor here is empathy: understanding what employees need, what level of knowledge they have, what concerns them – and providing them with the appropriate content and formats.

Managers play a central role here, especially middle management. As trusted advisors and the first point of contact for their teams, they are the most important communication multipliers. It is therefore important to convince them of the benefits of transformation. Authentic and approachable communication between senior management and middle management is extremely important here.

The panel participants reported from their own experience on how they are successfully shaping international transformations in their companies: for example, with the help of corporate influencers, through the local adaptation of centrally provided materials or international streams. Also very popular: gamification, such as international quizzes. And crucially important: the involvement of employees, e.g. through Q&A sessions, digital feedback channels or regional transformation talks. The rule of thumb is that successes should be made visible and celebrated in order to maintain everyone’s motivation. It is also important to give international communicators space. Corporate communications should generate a central buzz, but not prescribe rigid patterns. One option is to set communication goals instead of specifying all formats and involving the international teams in the brainstorming process.

One of the central challenges of our time was also discussed: how to deal with fake news and rumours. A recipe for success: be faster than the grapevine, anticipate reactions and be prepared, and provide information that is honest, transparent and fact-based. It is better to proactively and officially release content so that, for example, screenshots or photos from video calls do not spread within the company. And when it comes to fake news, react quickly and clarify things.

Finally, the audience was asked to vote on the topic the panel would address at the end of the panel discussion. The choice: How can you get your messages across to employees despite the flood of information? Through relevant and exclusive content, was the consensus. One possibility here is the authentic involvement of the executive board, e.g. in short videos or streams. It is also important to anticipate what the respective department or level actually needs. Less is more, because time is especially scarce for managers. Also important: clear language and a selection of formats from which everyone can choose what suits them best. It is also crucial to regularly test and measure how the offerings are being received – and to adjust them accordingly. Formats should be fun in order to compete with private social media consumption. However, it is important to strike the right balance here so as not to disrupt daily workflows.

An exciting and lively exchange between the panelists and the audience ensued during the Q&A session. The most pressing topics here were: How can non-digital natives be won over to digital change? How do we reach blue-collar employees, and how are companies dealing with the topic of artificial intelligence?

Natascha Kunath, Managing Director

H/Advisors Deekeling Arndt

[email protected]