The basic problem since the beginning of the Internet: more and more offers are being added. All of them need to be at least considered and checked for communication and marketing purposes. New sub-areas are being added to existing areas of responsibility. (An example: PR texts now also have to meet SEO requirements.) Content must not only be optimized for one medium, but for many channels in different ways.
If, for example, an app like Clubhouse appears and the social media department is asked to deal with it intensively, usually no one at management level thinks about the fact that other things have to be dropped. There is often a tacit expectation that everything will continue as before while new things are added.
rethinking processes
The dilemma described can only be solved by reserving a certain amount of working time from the outset in the relevant teams or for individual specialists to try out new things and experiment. However, it must also be permissible to not show any success here - for example in terms of lead or sales figures. Trying things out and evaluating them is in itself a success, and testing a new channel in detail and then discarding it is also a successful process.
A communications department, a social media team, a community manager who are 100 percent occupied with existing tasks are proof that the processes are not right.
Taking the excitement out of the equation
I have experienced it so often: When something finally moves in cryptocurrency data a company's communications strategy, when a content marketing strategy is launched, when there is finally light at the end of an often overly well-trodden and methodologically outdated path, enthusiasm flares up in everyone involved. It is beautiful and gratifying to see, and it is also what you need in order to get something new off the ground with momentum.
But if you make the density of results from this initial enthusiasm the new standard, sooner or later the project will simply fizzle out in everyday life. No person, no team can maintain a reasonable standard of communication with a consistently high level of euphoria.
Creating standards in communication
It is therefore important to create standards that work in the long term, almost independently of the person. Of course, you need capable and committed managers and specialists, especially in communication. Whether you manage to find and retain the right people is a key factor in success. I have also experienced so many times that the right person in the right place at the right time can bring about a real turnaround.
But if processes work solely on the skills and preferences of individuals, and if these are only anchored in the minds of those involved, then that is not quality assurance. Only if there are standardized, well-documented processes can communication cope with the departure of one of these key performers without a massive long-term loss of quality. Above all, only then can new participants be quickly onboarded into the processes without having to completely reinvent the wheel every time.