An agenda for strategic communication

We are living in an age where media is no longer scarce – it is ubiquitous. With the proliferation of smartphones, deeper internet penetration, and the explosion of streaming platforms, individuals are constantly consuming content – video, audio, short-form clips, commentary, and increasingly, satire. Communication is no longer confined to formal channels; it is continuous, immersive, and fiercely competitive for attention.

In Nigeria, one of the most interesting developments in this space has been the growing acceptance and influence of satire. What was once a niche has become mainstream. Satirical skits and humorous takes on serious issues now shape public opinion, simplify complex ideas, and engage audiences in ways traditional communication rarely achieves. For organisations, this raises an important question: if audiences are learning, engaging, and forming opinions through these formats, what does that mean for how we communicate with our own stakeholders and customers?

The lesson is not that organisations should become media companies or entertainment producers. Rather, it is that communication must evolve to reflect how people consume, process, and respond to information. Yet, despite this shift, many organisations still rely heavily on emails, presentations, traditional advertising and one-way messaging. The result is a familiar gap: communication is frequent, but not effective. Research increasingly shows that the issue is not the volume of communication, but the capability behind it. Organisations do not fail because they lack channels; they fail because they lack the ability to communicate strategically.

“Organisations that invest in communication that encourages pro-social behaviour, whether in financial literacy, innovation, civic awareness, or responsible decision-making, are not only contributing to society; they are strengthening the long-term environment in which their own businesses must thrive.”

One of the most overlooked capabilities is feedback, particularly the ability not just to give feedback but also to receive it. Many organisations train managers to communicate expectations, but far fewer invest in building the discipline of listening among managers and the people receiving the feedback. Research on employee voice and psychological safety shows that organisations perform better when individuals are better at receiving uncomfortable truths. Communication, in this sense, is not a broadcast; it is a loop. Without the ability to receive feedback, organisations become strategically “deaf”, unable to detect emerging issues or adapt quickly, or become so “polite” that they miss the point completely.

Beyond feedback, there is the fundamental question of how well people communicate in the first place. Strategy often fails not because it is flawed, but because it is poorly explained. Leaders struggle to articulate direction clearly, managers are unable to translate strategy into actionable messages, and employees cannot communicate effectively with customers or stakeholders. Research in leadership and organisational effectiveness consistently highlights the importance of clarity, structure, and storytelling. This is why communication skills such as public speaking and business writing should not be treated as optional soft skills but as core managerial capabilities.

At the same time, organisations must rethink how they simplify and convey complex ideas. Research in learning and cognition shows that people understand and retain information better when it is presented visually and narratively. This is where structured communication through explainer videos, visual storytelling, and carefully designed messaging becomes critical. Complexity is the enemy of execution, and communication is the tool that makes complexity manageable.

This brings us to the growing importance of storytelling and creative media. Research in media and communication studies shows that film and visual storytelling can shape how people understand complex concepts. Work by Kit Hughes highlights how institutions such as the New York Stock Exchange historically used film not merely to inform but to influence how individuals think about investing and the economy. These were not just educational tools; they were strategic communication instruments designed to simplify complexity, build trust, and shape behaviour.

There is also a broader dimension that organisations often overlook – the role of communication in shaping society itself. Corporate communication is not only about aligning employees or engaging customers; it also influences how people think, what they value, and how they behave. Research on corporate social responsibility and prosocial behaviour highlights that organisations are increasingly expected to contribute positively to societal outcomes, not just economic ones, and for good self-promoting reasons too.

This expectation extends into areas such as strengthening civic engagement and democratic participation. In a Harvard Business Review article, Vincent Pons argues that businesses can play a meaningful role in supporting democracy by encouraging participation, promoting credible information, and fostering constructive engagement without becoming partisan actors. The implication is clear: organisations have both the platform and the influence to shape behaviours that sustain the very systems within which they operate. Organisations that invest in communication that encourages pro-social behaviour, whether in financial literacy, innovation, civic awareness, or responsible decision-making, are not only contributing to society; they are strengthening the long-term environment in which their own businesses must thrive.

Communication is not a function. It is a capability. Organisations that invest in channels without investing in capability will continue to communicate frequently but not effectively. Those who build the ability to listen, to articulate, to simplify, and to engage will not only align their organisations better, but they will also influence their stakeholders more meaningfully. Organisations do not just participate in society; they help shape it. And those who understand communication not just as a tool for visibility but as a tool for influence will shape not just perception but outcomes.

Omagbitse Barrow is the chief executive of Efiko Management Consulting, and he supports organisations and leaders to translate their strategy to results.