13 May 2025
In 2024, internal communication professionals were faced with an uncertain context: the integration of artificial intelligence was still in its infancy, there was a fragile alignment between HR and internal communication, and the tools were often ill-adapted...
The State of the Sector 2024/25 study explores the central role of the communicator in driving major organisational transformations and identifies the key levers for enhancing the employee experience. Here are the key findings.
In order to gain a better understanding of the current dynamics of internal communication, the report proposes the following approach typology of professionals in the sector. Three typical profiles emerge, defined according to their level of influence and organisational impact. By recognising yourself in one of them, you can more clearly identify your strengths, challenges... and the levers for progress.
This reading grid invites all communicators to situate themselves in order to better understand their environment, adjust their priorities... and, in the long term, aim for the Thriver profile.
Find out more in the full report
The State of the Sector 2024/25 report identifies the trends that will shape the profession of internal communicators, from the impact of AI to the evolution of strategic objectives.
Long seen as a simple support role, internal communication is now emerging as a key factor in the company's success. key lever for transformation. It supports managerial communication, nurtures the employee experience and accompanies the profound changes taking place in organisations.
But one obstacle remains: the integration of artificial intelligence remains embryonicThis is due to the lack of a clear strategy, appropriate training and established governance.
Adoption of AI in internal communications remains moderate Only 36 % of organisations have specific guidelines, and 38 % still have no formal governance.
According to the Arctus 2024 Hybrid Work Observatory, nearly 50 % of companies have not implemented any support measures for AI-related uses.
Despite significant efficiency gains, AI raises major concerns Data security, loss of authenticity, transparency... These are just some of the challenges that need to be addressed to reassure and educate.
44 % of communicators identify the fatigue linked to successive transformations as a major obstacle.
This phenomenon is exacerbated by managerial communication often considered insufficient and unclear strategic visions. In this context, communicators are struggling to find a balance between execution and strategic role, while remaining under intense pressure.
Priorities are changing: strategic alignment, corporate culture, a sense of belonging, agility... And yet.., only 23 % of professionals say they are satisfied with their listening skills employees.
To increase impact, it is essential to clearly define the ambitions of internal communication and demonstrate concrete benefits.
Legitimacy comes from measuring the impact of a project.t: commitment, strategic awareness-raising, behavioural change... Yet, only 60 % of communicators systematically rely on data to formulate their recommendations.
The 2023 edition of the Observatoire de l'intranet (Intranet Observatory) reminds us that, while the culture of measurement is progressing, data sharing is still too limited - particularly between management and employees.
Today, half of communicators have budgets dedicated to their activities - a strategic advantage to demonstrate their value.
In the event of additional funding, the priorities would be :
Despite the success of executive blogs, management events and targeted communications, the customisation remains marginal Only 30 % of communicators are satisfied with their ability to deliver genuinely personalised content.
Fewer than 40 %s had implemented a structured strategy for listening to employees in 2024.
The 2023 Intranet Observatory also highlights a over-reliance on quantitative assessmentsto the detriment of a more refined qualitative approach.
On reading the report State of the Sector 2024/25One thing is clear: internal communication is at a strategic turning point.
At a time when structuring the use of artificial intelligence, investing in active listening to employees and developing the skills of our teams are all becoming priorities, it's time to take action, two major axes to reinforce the impact and recognition of the function.
1. Anchoring internal communication in corporate strategy
Internal communication can no longer be isolated: it must be integrated into the whole.be fully integrated into the organisation's overall dynamic.
This means :
2. Adopting a data-centric approach
In a context where credibility is based on proof, it is essential to :
The profession of in-house communicator is becoming increasingly complex and influential. Successful communicators will be those capable ofaligning strategic vision, master the tools and play a leading role in cultural and organisational transformation.
Thestudy State of the Sector 2024/25 was conducted between August and December 2024 using a mixed methodology combining qualitative and quantitative approaches:
At Arctus, we support organisations at every stage in the transformation of their internal communications: diagnosis, strategy, governance, adoption of new tools and change management.
Do you have a project or challenge in mind?
CONTACT US to discuss your challenges and build a aligned, engaging and sustainable employee experience.
Founder of Arctus, Partner
Founder and director of Arctus, Isabelle is also an author and speaker. Since 2007, she has shared her perspective and sheds light on the internal transformations that organizations are going through through studies and observatories such as the Hybrid Work and Digital Management Observatory, the Intranet & Digital Working Observatory or the creativity. She is also an administrator and an active member of AFCI, the French Association of Internal Communication Professionals.
Founder of Arctus, Partner
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Founder of Arctus, Partner
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