By Tim Vaughan
— December 2nd, 2025
Looking ahead to 2026, employee communication teams are balancing optimism with fatigue. The tools are smarter, the data richer, but the job of keeping people genuinely connected feels tougher than ever.
The rise of AI, the speed of change, and the constant noise of digital life are reshaping not just how we communicate, but what employees need from it.
At the same time, many see a crisis of trust, an over-stretched manager layer, and an IC role that can no longer rely on content creation alone.
So rather than talk about trends for the sake of it, we asked some of the most experienced and influential voices in workplace communications—senior leaders from global brands alongside independent thinkers shaping the field—what really matters for the year ahead.
Here they offer a wide range of thought-provoking views on the challenges and opportunities that will define our work in 2026.
— Tim Vaughan, Editorial Director, Poppulo
Stephanie Cornell, Head of People Communications & Marketing, WPP
The Trust & Resilience Agenda
As we step into 2026, internal communications faces a dual mandate: rebuild trust and strengthen resilience in a period of relentless change.
With transformation accelerating across every sector, employees want more than updates—they want clarity and context. Why this? Why now? They expect communication that feels transparent, thoughtful and unmistakably human.
This is where the opportunity lies. Trust is the foundation of culture: when it erodes, organizations fracture; when it’s nurtured, they adapt faster and with more confidence.
Hyper-personalized messaging will be expected, but authenticity will set the leaders apart. Those leaders who speak with frankness and purpose will be essential to guiding teams through uncertainty.
IC will increasingly serve as the connective tissue that helps employees navigate ambiguity. That means shifting from broadcasting to dialogue, creating spaces for feedback and elevating voices that resonate.
It also requires resisting the temptation to let automation dilute authenticity. AI can accelerate delivery, but it can’t replicate human judgement or empathy.
The real value will come from using AI as a creative and analytical partner—a tool that enables communicators to become more human, not less.
In 2026, success won’t be measured by clicks but by confidence, connection and resilience. In a world moving faster than ever, IC’s role is to create meaning.
Jorunn Aamodt, Global Communications Business Partner, IKEA
When AI writes and reads, what’s left for Internal Comms?
In internal communication we still spend most of our time managing content: planning it, writing it, publishing it, reporting on it. But in 2026, that identity is being squeezed from both sides.
On the production side:
Everyone can already publish their own messages, and AI now makes most people “good enough” writers. We are no longer the only, or even the obvious, place to go for decent content.
On the consumption side:
Employees are drowning in information, so they turn to AI summaries instead of reading full messages. Much of our carefully crafted copy is skimmed, sliced and chopped.
This double squeeze means that it’s not enough for IC teams to “work smarter”. We need to rethink what we’re here to do. The teams that still view themselves as content producers will soon look like overhead.
And this is good. We’ve spent years pushing information around, now it’s time to help people make sense of it.
Internal communication was never just the messages from the IC team; it is all the conversations happening inside the company.
In 2026, IC’s job is to raise the quality of all those conversations: helping colleagues become better communicators and shaping the communication environment so people can navigate their work with less noise and more clarity.
Ghassan Karian, Chairman, Ipsos Karian and Box
If 2025 was the year IC professionals politely nodded at the rise of AI, 2026 will be the year they start checking their chairs are still there.
Let’s be honest: the machines have already snacked on the lower-rung IC tasks; drafting boilerplate announcements, churning out intranet filler, formatting slide decks at 11 p.m. All of that is now done in seconds by algorithms that never complain, caffeinate or ask for a development plan.
But here’s the twist: while AI cleans up the admin, organizations are hurtling into yet another year of relentless transformation. Restructures, rewiring, reinventions: pick your euphemism. And in this turbulence, what leaders desperately need isn’t another automated AI-crafted message. It’s a human being who can make sense of chaos, decode emotions, and help land change without breaking the organisation—or its people.
That’s why change expertise is becoming the IC superpower. Not a “nice to have,” not something you pick up after a two-day course, but the defining capability that separates genuinely strategic communicators from those waiting to be replaced by a chatbot with good manners.
The IC roles most at risk are the ones built on execution alone. The ones that will thrive are those rooted in counsel, judgement and the ability to hold up a mirror to leadership—even when the reflection is unflattering.
In 2026, internal communication won’t be about writing more. It will be about understanding more: how people react to uncertainty, how culture shifts under pressure, and how to guide leaders through change with clarity rather than corporate fairy dust.
Regine Nelson, Internal Communications & Employee Engagement Leader, Couchbase
Stop Calling Yourself a Communicator
The IC professionals who thrive in 2026 will be the ones who stop identifying as communicators altogether. That title is killing us. "Communications" signals a simple service function (i.e. you have a message, we deliver it). We've become the de facto organizational postal service. Reliable and necessary, but nobody invites the mail carrier to the planning meeting.
The real opportunity comes with a complete identity shift. Forget "internal communications," try "organizational effectiveness" instead. Drop "employee engagement" for "workforce performance." Swap out "change communications" for "transformation enablement." This simple repositioning can determine which meetings you're in and which budgets you have access to.
The rampant use of AI makes this urgent. Because when anyone can generate decent content in seconds, the "communicator" identity becomes indefensible. But the person who ensures strategic initiatives actually land and stick? Irreplaceable.
Here's the hard part: many of us love being communicators (including yours truly). We're proud of the craft. But that attachment might be exactly what's holding us back. The question for 2026 isn't "how do I become a better communicator?" It's "what do I need to become instead?"
The craft can stay, but the title has to go.
Dominique Scott, Director of Internal Comms, Vimeo
This past year, I supported an organization through near-constant change. The cadence was so rapid, messages had to be digested mid-stride and one update barely landed before the next rolled out.
And while periods like this happen from time to time in every organization, I believe that the frequency of these periods is increasing, and I’m thinking about how we, as IC pros, can stay grounded even if the ground keeps shifting.
Some of the change we’re seeing in companies is a result of external factors they can’t control: global conflict, political instability, economic uncertainty. But some is internal —with companies enacting sweeping structural change, oftentimes trying to chase stability through motion.
As internal communicators, we’re tasked with helping employees move through these transitions, whether we agree with them or not, before we ourselves have had time to process the change.
And trying to do both at the same time is really hard. It’s emotionally taxing and I don’t think we talk about that enough. This job can be lonely and isolating at times, especially when you’re trying to navigate the tension between transparency and confidentiality.
Something I had to navigate a lot this year is the notion that transparency doesn’t always scale. In times of intense change or uncertainty, what you can say in a one-to-one or one-to-few setting isn’t always what you can say company-wide.
That’s where our role as stewards of information becomes powerful: we take the messages that can’t go wide, and carry them deeper into the org by arming leaders and culture carriers with truth they can responsibly share.
But that work is HARD. Many of us are in this line of work because we care a lot (sometimes too much) about our employees. And knowingly withholding information from people you care about is hard.
But it’s often always what’s in the best interest of the company, and therefore the employees, and most of us knew that when we signed up for this line of work. But that doesn’t make it any less hard.
We have a responsibility to protect our peace if we want to do our jobs well; and to take the time to personally absorb changes ourselves. If we don’t, it can cloud our judgment; it becomes easier to over-index on urgency or confuse loud voices with the right on—especially when we’re in the same storm as everyone else.
So heading into 2026, I’m thinking about how IC pros can continue to deliver our best work and make a real impact inside our organizations, without letting it consume us or chip away at our stamina to do what we do best: care.
If anyone has advice, let me know. I’ve got a feeling this one is much easier said than done.
Stanislav Rýdl, Group Internal Communications Manager, The Adecco Group
Internal Comms in 2026 Needs to Get Personal
As we move into 2026, internal communications faces a clear challenge: AI-powered tools are reshaping how we work, and that means both opportunity and risk.
The immediate reality is leaner teams. Organizations see efficiency gains from LLMs and are adjusting headcount accordingly. For IC professionals, this means demonstrating value beyond content production—through strategic thinking, stakeholder management, and measurable impact.
But the bigger challenge is content saturation. When everyone can harness the same AI tools, we risk flooding organizations with generic, "good enough" communications. The messages that tick boxes but don't land. The updates that inform but don't engage. Call it the "golden average" problem: technically adequate, practically forgettable.
This is the opportunity. While AI can draft, it can't discern what your specific audience needs to hear right now. It can't navigate organizational dynamics or read cultural nuance. It can't build trust. Those uniquely human capabilities become your differentiator.
Leader communications is the test case. With content easier than ever to produce, leaders risk blending into the noise. Your role as an internal communication professional becomes curator and strategist—helping them stay authentic and maintain credibility when everyone's producing content at scale.
So what matters most in 2026?
- Sharpen your editorial judgment. Know when to use AI for speed and when craft matters more.
- Get comfortable with data. Measure what resonates and use insights to refine your approach.
- Stay human. In a landscape of automated content, communications that acknowledge real concerns and connect emotionally will break through.
The fundamentals haven't changed—we're still helping people feel informed and valued at work. But how do we deliver on that promise in an AI-saturated world? That's what 2026 will define.
Jennifer George, Director of Internal Comms, The Austin Group
The Manager Cascade Won't Survive 2026
If you’ve been on Glassdoor lately, you know that mentions of "misaligned" are up 149%, "distrust" up 26%, "disconnect" up 24%.
Those numbers tell you employees have lost faith in leadership. What they don't show is that middle managers, the ones tasked with translating executive strategy into something their teams can believe, are disappearing, underwater, or no longer buying it themselves.
Internal comms has always run on a secret subsidy: managers willing to take your messaging and make it make sense. They'd add context, translate it for their function, and use their credibility to sell decisions they didn't make.
In 2026, that subsidy runs out.
Managers report increased workloads, often absorbing eliminated roles. And we're asking these same people to sell RTO mandates they didn't create, explain AI implementations that might eliminate team members, and deliver "we're all in this together" messages while watching executives pull down record comp.
So yeah, they're not translating your messages. They're holding on for dear life.
What this means for communicators:
Assume your managers don't believe you either. Before anything, do a manager pre-brief where they can say "my team is going to ask X and I have no good answer." If you can't address it, don't send the message.
Cut content in half and add FAQs. Give them two bullets on what's happening and eight on "here's what your team will ask you." Do the work for them.
Create direct channels that bypass the broken middle. Reverse town halls where execs respond to pre-submitted anonymous questions. Small group coffee chats with randomly selected employees and a C-suite member.
The Glassdoor numbers are trailing indicators. The leading indicator is in your org chart: burned-out managers who've stopped selling your messages because they've stopped buying them.
Jo Coxhill, Founder Director, Vision 29
Culture in the Pressure Cooker
As we head into 2026, pressure on organizations is mounting. Financial strain, shifting expectations and operational demands are shaping leadership decisions. We’re seeing more rigid in-office policies (four days in office, one day at home) and a renewed focus on output over employee experience.
Leaders are feeling the strain and it's showing up in their asks of internal comms and EX: more "just do it" briefs, less space for co-creation and a creeping sense that topics like wellbeing, employee voice and belonging are nice to haves not core must haves.
It would be easy to feel pessimistic.
But I don’t buy into the doom narrative. I’ve seen what’s possible when comms and EX step up, speak the board’s language and lead with courage. This is the moment for us to shine.
We all know what sets high-performing companies apart: cultures built on trust and empowerment, leaders who choose empathy over ego, and workplaces that feel human, not transactional.
Employees will naturally gravitate towards companies that listen, care and help them thrive - but with the job market still slow, many are staying put… and quietly checking out. That silent disengagement drains energy, creativity and performance.
That’s why 2026 is our time.
We’ve got a crucial role in ensuring communications don’t slip into the transactional. Let’s champion human-centred, people-first comms by:
- Embracing AI and tools that free us up to focus on connection and co-creation.
- Using real data and insight to influence leaders.
- Speaking our board’s language and standing firm as a function that shapes behaviour, influences culture and builds connection.
Now’s the time to double down on your people—not the time to pull back.
Jenni Field, Founder Director, Redefining Communications
There are four opportunities and challenges I see for the internal communication sector in 2026:
Governance and processes
Planning is a big area for internal comms professionals—and the need to do more of it. Making sure stakeholders are clear about how internal comms works inside your organisation will be key to unlocking measurement and trusted advisor status.
Addressing the collapse of trust
Working closely with leaders and managers to make sure the communication channels and content are aligned to the need to rebuild trust. This needs to include behaviors, values and leadership credibility support from the communication teams.
Effectiveness over engagement
Communication activity needs to be effective in line with what the organization needs to achieve. Teams and individuals have the opportunity to focus in on activity that is going to align to that, rather than measuring engagement in content and channels.
Professional development and upskilling
The need to continuously develop has always been there but it matters now more than ever. Whether it’s in AI, change theory, understanding human behavior, leadership development—it’s time to invest in yourself and the team.
Stacie Barrett, Communication Strategist and Former Director of Internal Comms, Domino’s
2026: The Shift from Command to Connection
The pressure to deliver quick results in times of uncertainty led many organizations to use a command-and-control approach. This resulted in low engagement and teams working but not innovating. Employees are tired of shifting priorities, politics, and changing technology.
In 2026, leaders need to add strategy and care back into their communications to build momentum for the new way of working. Those who start with empathy and build cultures where it is safe to ask questions will strengthen relationships, build trust and transform.
Businesses will continue to use AI for productivity, but realizing its limits forces a shift: the renewed focus must be on the people who run the organization and come up with the unique, human ideas that AI cannot replicate.
Communicators must move from content creation to strategic counsel to stay relevant. Communicating effectively in person will become a more important skill. Reducing noise and building a strategic framework for messages will be key.
Expect a slow but steady shift to meaningful human connection and real stories from real people. When leaders shift their communication from command-and-control to connection-and-creation, they will begin to see alignment.
For teams to embrace today’s technology, organizations must create an environment where people can try new things, fail and learn. As a result, employees will be more likely to innovate, create sales-driving solutions, and build long-term growth.
Advita Patel, Founder Director, CommsRebel
Predicting the future trends these days is almost impossible with the pace of change we are experiencing. But if I could look ahead to 2026, I’d like to believe that internal comms will be expected to step up, not step back.
Organizations are overwhelmed with noise, and colleagues are tuning out, so pushing out endless content is no longer the badge of honor it once was. The teams that will thrive next year are the ones that get intentional with clear purpose, outcomes and action.
AI will move from being a fun experiment to something we quietly rely on every day. The smart IC teams will use it to clear the clutter so they can focus on the work that genuinely matters: influencing decisions, shaping behavior, creating connections and helping leaders show up with confidence.
But the biggest shift will come from us. 2026 is the year internal comms needs to step into its own power. Confident leadership in our field means speaking up, bringing our own chair to the table and demonstrating how our skills can change the future of business.
We are beyond ‘Sending Out Stuff’ and must start showing how we add great value through insights and influence. If we don’t claim that space, we risk being sidelined, and machines will take over.
But when we own our contributions, I know we will get recognised as the strategic partners we’ve always been. It’s now our time to show exactly who we are and what we can do.
Ryan Darling, VP, Corporate Communications, Gallagher
Build a Unified Communications System for Understanding
The biggest risk to organizations in 2026 isn’t misinformation—it’s misunderstanding.
As technology—especially AI—accelerates what’s expected of employees, access to information is no longer the barrier. The challenge is helping people create clarity and context from the avalanche of content they face every day. When understanding is present, we see results; without it, we get frustration and distrust.
For internal communications (IC), the stakes are higher than ever. Hybrid and deskless teams are growing; changes stack; tools multiply; AI accelerates cycles; and trust can vanish in a screenshot. The future of IC isn’t more output; it’s understanding—and it requires a unified communications system.
Think of the system as a shared way of working: a common narrative, a single message map, regular update rhythms, and consistent leader–manager standards. The goal isn’t to replace judgment; it’s to protect it. Use AI to draft and synthesize, but keep humans in charge of meaning. Codify where AI assists and where human judgment decides, because understanding depends on the human feelings and behaviors that IC influences.
In practice, it’s a discipline: every message traces to one narrative; ownership of meaning—including the AI‑to‑human handoff—is explicit; and we cut noise deliberately to speed time‑to‑clarity. When those conditions hold, understanding scales.
With a unified communications system built for understanding, we’ll protect trust, reduce risk, and prepare our organizations for what’s next.