Internal Comms in 2026: Trusted, Stretched, Stuck

Simpplr has published the State of Internal Communications 2026 report. The report analyses the current state, challenges, and future directions of internal communications (IC) in organisations. It is based on two surveys of over 523 Internal Communications professionals in North America and the UK.

The 45-page report starts with an executive summary and highlights the eight key findings. It is then divided into three main sections. The first section looks at the current state of IC within organisations. Section two considers how IC is measured and the platforms used. The third section investigates how AI is and can change IC’s operations now and into the future.

Each section provides a mix of data points, data visualisations, commentary and analysis. There are some comparisons with last year’s report. But there does not appear to have been any qualitative element in the survey. Not only are there no quotes from respondents, but also none from Simpplr leaders or industry experts, despite this being a comprehensive report with many data points are worth a look.

Carolyn Clark, VP of Communications and EX Strategy at Simpplr, commented, “IC professionals have done the hard work of proving their value. This report shows that recognition and resourcing are still two separate conversations.

“The challenge now isn’t credibility. Its capacity. It’s infrastructure. The profession is ready to scale, but that gap is holding us back.” 

IC’s Position and Maturity

Internal communications has matured into a trusted and embedded function within organisations, most commonly situated within Operations (43%) or HR (41%). This positioning brings IC closer to business priorities but can blur boundaries with other departments, leading to overlapping responsibilities.

While most IC professionals are satisfied with their placement (82%), a minority would prefer a different reporting structure, often under HR (29%). It isn’t clear in the report, but it’s assumed this is the largest percentage.

The survey did not seem to directly align with the IC impact and leadership priorities, and this is perhaps something the authors could clarify in a future report.

Leadership engagement remains a critical factor in IC effectiveness. While 43% of respondents report strong leadership engagement, another 43% see it as periodic, and 12% find it lacking. Consistent executive involvement correlates with higher IC effectiveness, and strategies such as regular briefings, defined approval touchpoints, and shared measurement frameworks can deepen this engagement.

High-performing IC teams also report higher job satisfaction, productivity, and alignment with the company’s mission. 59% of respondents rated their work-life balance as excellent or above average; it is unclear whether this is up or down from last year, and it does not appear in the 2025 report.

Despite overall satisfaction, momentum in IC improvement has plateaued, with only 33% of respondents reporting progress over the past year, down from 54% previously. This stabilisation reflects the function’s maturity but also highlights persistent structural constraints, such as unclear ownership, limited measurement, and resource ceilings.

Professional Commitment and Frustrations

IC professionals are generally committed to their field, with 81% willing to choose it again. Satisfaction is highest among those who rate their IC function positively. The main attractions are the satisfaction with the work (42%), alignment with personal strengths (18%), and opportunities for collaboration (18%).

However, frustrations persist, particularly regarding blurred boundaries with HR, PR, or Marketing, and the perception of IC as a tactical rather than strategic function. Compensation and job security are generally strong, but individual contributors feel more vulnerable, especially in organisations that undervalue ICs.

Notably, anxiety about AI’s impact on job security is higher among those most familiar with AI tools, reflecting both the opportunities and uncertainties AI brings. However, the report did not seem to back this observation with quantitative data.

Infrastructure, Measurement, and Technology

The infrastructure supporting IC—measurement systems, technology platforms, and channel design—plays a decisive role in its effectiveness. Organisations that connect IC activity to business outcomes enjoy greater credibility with leadership.

However, measurement practices are uneven: while engagement and culture are commonly tracked, a significant number of organisations do not measure business outcomes at all, often due to unclear ownership or disagreement over success metrics. For example, 26% of organisations do not measure IC’s impact on revenue.

A qualitative element to this survey might have drawn out the reason why that is the case. Most rely on surveys and self-reported data, missing opportunities to leverage available analytics.

Technology, particularly modern intranets, is closely linked to IC effectiveness. Organisations with unified, all-in-one platforms report higher satisfaction and better reach, while fragmented, multivendor environments introduce friction and limit impact. 30% of organisations using an all-in-one platform reach 75-100% of employees; those not doing so reach only 22%. However, the full data for that question was not available.

Intranets are valued for improving IC team efficiency, strategic alignment, and employee engagement. However, only 51% of organisations target specific audiences, and sophisticated personalisation remains rare. This lack of targeting leads to information overload and missed opportunities for relevance.

Reaching frontline workers remains a challenge, as many lack access to company computers or email. Mobile intranets and apps help bridge this gap, but reliance on personal devices raises governance and security concerns. Direct manager communication remains the primary channel for reaching deskless workers, but this approach is inconsistent and underscores the need for mobile-first strategies.

AI Integration and Operational Pressures

AI has become a routine tool for IC professionals, with 52% using it weekly for research, summarisation, and content generation. High-performing IC teams are more likely to use AI daily and heavily drive enterprise AI rollouts and adoption strategies.

While AI boosts efficiency and is viewed positively, its adoption also brings anxiety about job security, especially as 36% of organisations plan to reduce IC headcount due to increased reliance on AI in the coming year!

Staffing levels have stabilised, with most organisations maintaining or slightly increasing headcount. However, expectations and the scope of work are rising, particularly with the added responsibilities of AI adoption and enterprise strategy. Larger IC teams correlate with higher effectiveness and job security, but most teams are only ambivalently staffed, absorbing expanded scope through operational efficiency rather than headcount increases.

Budget support from the C-suite is strong in principle, but this does not always translate into increased staffing or resources on the ground.

Enterprise Times: What does this mean

The report concludes that effective, scalable internal communications depend on a repeatable set of operational conditions: leadership engagement, clear ownership, credible measurement, audience targeting, frontline-ready delivery, and supportive technology. While IC has achieved stability and recognition, future progress will rely on refining operations, leveraging AI, and closing gaps in measurement and targeting.

The challenge ahead is to sustain effectiveness and scale without overburdening teams, ensuring IC continues to deliver value as both a strategic and operational function.

As expected from a Simpplr report, there are some repeated messages. All-in-one platforms still provide advantages over fragmented systems. In addition, AI is now becoming commonplace, and whilst it is not eliminating IC, it is likely to change the roles within it.

If Simpplr repeat the report next year, it will be interesting to see whether they can track potential trends across answers. How has audience targeted evolved over the last few years?

Finally, it would be good to see a deeper analysis of some of the data, perhaps with a qualitative element included in next year’s report. Also, whilst the survey covered the US, Canada and the UK, there were no regional differences noted. This is, however, a comprehensive report with a lot of interesting findings that IC leaders will want to consider and benchmark themselves against.

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