Why culture powers performance – and how to use it in internal communications

May 20, 2026

Done right, internal comms = the unlock to business strategy, enabling the C-suite to turn promises to shareholders into employee-enabled business growth. This is how to move internal comms from “we sent” to “we shifted” – with proof leaders recognise.

I’m going to go out on a limb and posit that internal comms had a moment in 2025 – and that trajectory has continued into 2026. The trendlines suggest a clear move beyond tactics and traditional engagement metrics toward bigger, macro shifts, perhaps driven by intractable global pressures: economic uncertainty, rapid AI adoption and the undeniable weight of war.

Why now: engagement, trust, and rising expectations

To be fair, it has been a long time coming. The Covid-19 pandemic fast-tracked the need for deeper employee engagement and, in the years since, the clarion call to “meet people where they are” has become the battle cry of corporate communications specialists across continents and companies.

In a webinar at the beginning of the year, Poppulo CEO Ruth Fornell framed the context succinctly: “Internal communications is operating in an environment marked by employee disconnection, stretched managers, fragile trust and widening expectations that extend well beyond traditional messaging. Volume and activity matter less than outcomes tied to business goals.”

If you missed the recent Institute for Internal Communication in Africa (IFICA) masterclass webinar hosted by internal comms specialist Oluchi Ezeugo, you missed a message that echoes Fornell’s view: “Securing C-suite and leadership buy-in requires showing how internal communication directly supports business outcomes.”

The business case: strategy fails without trust

That framing matters as we shape our approach to employee communication in today’s corporate climate. Strategic imperatives – sustainability, AI adoption and acceleration, social impact and internal strategy that supports external market positioning – become mere theatre without trust, transparency, authenticity and empathy.

From culture to performance (and back again)

If I map the links between employee and organisation: culture powers performance. Relevance drives performance. Communication reinforces relevance. Communication is the daily thread – and that decisive, intentional cadence is how we respond to the emotional load employees carry into work. Communication builds trust, and that brings us back to a culture that supports performance – a logic that resonates with the C-suite.

At Machine, we have a distinct team of experts we call Machine Pro – specialists in the areas of B2B, internal comms and content marketing. We partner with the creative teams to bring creative effectiveness to life in these professional and impactful contexts. We believe that brands are built from the inside out, and that the C-suite who are serious about growth will also be serious about investing internally.

This outlook elevates my role as an internal communications specialist to that of strategic business advisor. It asks me to interrogate the value of each piece of content and the environment in which it lands – unsettling news cycles, high levels of burnout or chronic stress, more noise and less signal and shifting expectations of relevance in multigenerational workplaces.

AI can help – but it can’t replace judgement

I can already see raised hands: “But AI can help.” Of course it can. It is arguably one of the most notable and significant technological advances of our time. It can lessen the load, automate mundane tasks and buy back time in an overscheduled diary – but it cannot (and should not) replace human judgement, which is core to employee communication. When you power productivity with messages that are empathetic, grounded in inclusivity and cultural relevance, informed by data and insights and delivered on the right platform at the right time – then align those levers with business outcomes – that’s the chef’s kiss.

Three practical examples that work

So, what can you do to make that happen? Here are three real-world examples of what has worked in environments I’ve supported.

Understand business context
Every week, I spend one day with my clients at their head office. I make their business my business: status meetings, coffee catchups and even staff engagement sessions. When you understand the business, you’re better placed to share ideas that elevate strategic imperatives and help staff connect them to their purpose and role. And if there’s something you don’t understand, ask. Executives are people too – and feel seen when you’re genuinely interested in what keeps them up at night.
Speak in outcomes not activities
This insight came from Oluchi – and it’s one I relate to because I’ve seen it first-hand. A client was reluctant to launch a Microsoft Viva Engage community because they worried about creating more noise. But once they saw how posts performed, how it helped close the gap between exco and employees, and how it built culture in a way broadcast comms couldn’t, they needed no further convincing. Show your clients what changed because of a campaign or execution to secure their buy-in.
In the age of AI, be human
Understanding where people are is about much more than geography. Empathy in internal communication is the key to transparent, authentic, inclusive and culturally relevant communication. It’s not enough to share a message – you must join the dots and tell people why it matters. It’s just as important to ensure that the messenger is credible. And if a leader finds it challenging to be a spokesperson, help them simplify the message, share it in a way that feels personal and become a more effective communicator.