Sharing case studies of three organization that took different stand.

First was a semi government educational institution. The Director General wanted Corporate Communication team to sit close to DG cabin. 

The Director General had this thought that in an educational I nstitution, where communication brings reputation and bridges miscommunication, this was necessary.

Thus a cabin was specially made for the Head of Corporate Communication.

This thinking brought credible difference in approach, visibility and placements. Quick decisions and easy approach became the turning point.

Second case was that of mining and metals sector. Initially the Corporate Communication used to sit on the same floor where all the top management sat. The coordination was easy. The availability was quick. Information travelled in seconds. 

Then one fine day the department was asked to move on a different floor. The distance increased. The visibility decreased. Gaps started emerging in credible information. Many conversations that used to happen over a cup of tea, started coming on emails. So informal discussions ended. 

When information flow decreases, the distance between management and communication increases. This reflects in media stories and also internal communication.

The third organization was that of real estate. Corporate Communication team that sat next to promoters eventually was asked to shift to another building with marketing and sales team. 

Promoters had this thought that Communication must align with marketing and sales. 

No one denies, but corporate communication is not marketing communication. One is the voice of management – the larger picture, and the other is business promotion. 

Result was same. Distance created communication gaps and making this understand to a promoter was painfully difficult. 

Having spent almost 35 years in communication, I have seen that Corporate Communication has been largely viewed as a support function. 

But in an environment where reputation can directly influence business outcomes, can organisations really afford to keep communication away from the leadership table?

The sitting of communication team is as much important as much as its role. 

If you agree !