The business environment is changing drastically as a result of technology. Today, the business environment is referred to as a “Global village” as technology has ensured that no boarders are impermeable. Communication channels across countries have been strengthened across borders, further enhancing trading activities between different countries. This has also encouraged the increase of cross-border mergers, meaning that CEO’s may now have no choice but to get involved in the most complicated political, economic, and social problems of other countries. Basically, what was known as a business environment, a few years ago, has totally changed by adopting new characteristics and roles. This paper considers the importance of using strategic communication in the changing business environment so as to promote organizational success.
Communication is very important in business for all members of staff. Strategic communication refers to a mode of communication that is aligned with the overall strategy of a company so as to enhance its strategic positioning (Waldeck et al., 2012). For communication to occur, there needs to be a message, the conveyor and the recipient. The message needs to be in line with the strategic goals of a company. For instance, if a company specializes in selling shoes, the message should reflect the product while triggering an action from the audience. To ensure that the message is delivered effectively to the recipient, an appropriate communication channel must be used (Waldeck et al., 2012). As a result of technology, businesses have a long list of channels to use for both the internal and external modes of communication. Traditionally, business communication was done through print media and a hand written letter. Today, communication may be done through Internet, the social media, emails and blogs. For strategic communication to take place, the mode of conveying the message will depend on the target audience. In addition, the style and language of communication will vary (Waldeck et al., 2012).
Since technology is triggering an international business environment, it is becoming more common to find employees from different countries, with different cultures, working together in the same organization. As a result, there is an increased demand for organizational staff with intercultural communication skills (Waldeck et al., 2012). This is because employees are expected to communicate and understand each other for the business to function.
Communication alone is not effective for organizational success. However, strategic communication has been noted to increase the chances of success for an organization. In the changing business environment, strategic communication ensures that any barriers which may have been experienced when communicating has been overcome (Waldeck et al., 2012). For instance, if a company has a goal of increasing sales by 20% in a year, it must have employees who can work hand in hand together to achieve this. For the employees to work together, they must be able to communicate without causing conflicts and confusion. An example is when an organization decides to adapt a language that is common to all employees so as to ensure an effective conveyance of the message (Waldeck et al., 2012). Another approach is when companies decide to employ the use of specific modes of communication that everyone is conversant with.
Strategic communication ensures organization success in the changing business environment in the sense that it ensures only an appropriate approach to communication is employed. The changing business environment is becoming complex every day. Also, communication methods that were effective traditionally may not be as appropriate in this environment. However, if strategic communication is used, it will mean that the mode of communication used by an organization is in line with its strategic goals.
Waldeck, J., Durante, C., Helmuth, B., & Marcia, B. (2012). Communication in a Changing World: Contemporary Perspectives on Business Communication Competence. Journal Of Education For Business, 87(4), 230-240. doi:10.1080/08832323.2011.608388