We know what current best practice looks like and how the different communications disciplines speak to each other – and we are continuously developing this knowledge as the industry grows and evolves.

That's why clients regularly seek our counsel when faced with organisational issues or change.


Whether you are looking to move from a centralised to a decentralised model, or wish to improve functional collaboration across the region, we can provide you with critical guidance.


Our work hinges on getting to know your organisation. Our consultants will hold conversations with relevant members of your team to build a deep understanding of the function, the challenges it faces and its key objectives for the short and long term.


​Drawing on our banks of intellectual property, the combined expertise of our experienced consultants, and supplemented with focused research, we will present you with one or several recommendations tailored specifically to your organisational needs - all with the explicit goal of making yours a high-performing communications function.

Identifying the optimal structure and strategy

for your communications function



A Fortune 10 automotive company

We partnered with a global automotive company to help enhance the performance of its communications function across Asia, the Middle East and Africa (AMEA).


The function was operating under a decentralised structure, whereby the in-market communications teams reported directly into the business, with no reporting line into the international communications function. With a headcount of approximately 70 communicators, the function covered a diverse range of markets with a broad variety of cultures, languages and economies: Africa, Australia, India, Indonesia, Korea, Japan, the Middle East, Thailand and Vietnam. The capabilities of these teams varied from market to market and a number of them had significant skills deficits, most notably in the domains of social media, issues and crisis management.


We were enlisted to carry out an in-depth assessment of the existing structure and competencies, and to provide strategic recommendations that would better align the function cross-regionally. The discovery phase entailed conducting detailed interviews with our client’s most senior communications professionals across the AMEA region. In these interviews, we sought to build a rich understanding of the organisation’s present and future communications challenges, identify the competencies that currently existed across the teams, those that were absent, and those that required further development.


Through these conversations, we identified various themes and corresponding risks that needed addressing in order to improve the performance and operation of the function. Drawing on our knowledge of functional best practice in communications, and supplemented by independent research, we made strategic recommendations which included an altered functional structure and reimagining of its relationship with affiliated functions; a standardised model of communications processes, procedures and governance; and a reconfigured competency framework, wherein ten core competencies were identified as critical to communications success.


Review of international communications function and competencies


Asia, Middle East & Africa

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