Internal Communication: Both a Driving Force and a Barometer
Amid transformation, technological upheavals, and growing uncertainty, guidance is becoming the central currency in companies. Birte Ayhan-Lange, Head of Corporate Communications & CSR at HanseMerkur, talks with Achtung! Managing Director Babette Kemper about why internal communication today is far more than just an information channel, how it acts as both a driving force and a barometer, and why narratives about the future, leadership, and psychological safety are crucial to whether change truly takes hold in organizations.
Birte, it feels like everything is in a state of upheaval right now—new technologies, new expectations, new uncertainties. You once said in another interview: “Internal communication today plays a decisive role in whether transformation succeeds or fails.” Isn’t that a bit of an overstatement?
I’d rather say: that’s still an understatement. After all, transformation doesn’t happen on PowerPoint slides, but in the minds and daily lives of employees. And that’s exactly where internal communication comes into play. It’s not just a companion, but a driver of change—it provides direction, fosters understanding, and gets people on board.
What does that mean in concrete terms for day-to-day business operations?
It means that internal communication is integrated into strategy much more strongly than it used to be. Fortunately, it has long since outgrown its role as a mere mouthpiece for executive management. It develops visions for the future, provides guidance, and at the same time gathers feedback on the mood within the organization. I like to call this the dual role of engine and seismograph. This is particularly evident at HanseMerkur: There, the company very consciously listens to the organization—for example, through the in-person “Dialogue with the Executive Board” format or by involving employees in the CEO vodcast “HanseTalk.” At the same time, issues are increasingly being addressed in collaboration with HR and IT. This close integration is crucial today.
These days, you see “narratives of the future” described everywhere as a new form of capital. It sounds a bit like a buzzword. What does it mean to you?
Yes, the term sounds grand, but the principle is actually simple: People want to understand where we’re headed—and why. A good future narrative connects strategy with purpose. It makes tangible what would otherwise remain abstract.
And who tells this story?
Essentially: company leadership. The executive board and senior managers are the most important communicators. Employees pay very close attention to how authentic, consistent, and approachable they come across. Internal communication can’t replace that, but it can orchestrate and support it.
So no more delegating with the attitude of “You guys handle this”?
Exactly. That doesn’t work anymore. Leadership must communicate visibly—and do so continuously. Internal communication serves as a sparring partner, a translator, and sometimes even a critical corrective.
When we look at today’s work environment—VUCA, BANI, a perpetual crisis—you say that direction is more important than information. Why?
Because information alone is often overwhelming. We live in a time when many people already feel uncertain. It’s not enough to just send out updates. It’s about putting things into context, providing stability, and conveying meaning.
That almost sounds like a psychological role.
To some extent, it is. Internal communication creates psychological security—or it doesn’t. If employees feel lost or overwhelmed, they’re unlikely to reach their full potential.
Do you have an example of where you’ve succeeded in this?
Yes, at HanseMerkur, we have some great initiatives for making our corporate strategy more tangible for employees. For example, pet insurance is one of our major growth segments. Through the “HanseMerkur Next Tiermodel,” employees can submit photos of their pets, and the winning photo appears on the cover of the internal magazine. It sounds playful at first, but it has a serious purpose: it fosters connection, a sense of ease, and engagement.
So it’s also about consciously energizing people, not just informing them?
Absolutely. Or take our long-standing social commitment through the HanseMerkur Award for Child Protection, in which employees are actively involved and even help select the winners—including presenting the award on a big stage. These are initiatives that give meaning and show: Together, we can make a difference.
If internal communication has become so central—what does that mean for the people who work in this field?
The role has changed dramatically. In the past, internal communication was often seen as the “little sister” of external communication. Today, it’s a key strategic function.
And what skills are needed for this?
A fairly broad set. Strategic thinking, storytelling, change management skills, empathy—and, very importantly, an understanding of technology. AI plays a major role here—as it will in many areas of communication in 2026.
In what way?
Internal communicators must not only be able to work with AI themselves. They must also empower employees, alleviate fears, and inspire them to give it a try. After all, technological change affects everyone.
So, a kind of translator between humans and machines?
Exactly. And here, too: orchestrate. Create spaces for exchange, for questions, for learning. The future will be shaped jointly by humans and machines—and internal communication helps make this interaction understandable and tangible.
If you had one wish for the future of internal communication—what would it be?
That it be given the place it deserves in every company: as a strategic partner on equal footing. Because without good internal communication, any transformation remains piecemeal.
A lovely closing remark. Thank you very much, Birte!
You’re welcome. It was fun!
