Interview “Why communication strategies fail – and what you can do about it” with Richard Tigges

On February 25, Richard Tigges spoke at the AG CommTech webinar on the topic of “Why communication strategies fail – and what you can do about it.” In the webinar, the most common stumbling blocks in the implementation of communication strategies and practical solutions for successful implementation were discussed. You can watch the recording of the webinar here.

AG CommTech: Richard, you really got the audience thinking during your presentation in the AG CommTech webinar “Why communication strategies fail” at the end of February. What do you think is the main reason why communication strategies often don’t work as planned?

Richard Tigges: You know, failure is a strong word. I doubt that any communications department would describe their own strategy as a failure in a survey. The problem often starts with a different understanding of success within the organization. Expectations of sales, marketing and communication often get mixed up. When the communications department is suddenly held responsible for sales figures, this almost inevitably leads to misunderstandings and unfulfilled expectations. Above all, there should be a clear definition of success, the basis for strategic goal setting.

AG CommTech: But communication goals are often not formulated precisely enough.

Richard Tigges: That quickly becomes a stumbling block. Successful communication work requires clearly measurable goals – the SMART principle is not just a phrase. You should be very specific and say, for example, that you want to increase awareness of a brand or product by more than five percent within twelve months. The more specific the goal, the better you can focus your measures on it and measure their success.

AG CommTech: In your presentation, you spoke vividly about melon traffic lights.

Richard Tigges: A top manager I once met called ineffective target reviews “melon traffic lights”. At first glance, everything looks wonderfully green. But if you look beneath the surface, the red inside comes to light. As soon as a target system leads to dishonesty, you inevitably hit the wall. In communication, we need a lane departure warning system that tells you when you deviate from the lane – our KPIs must clearly show us where we stand. This is the only way to avoid flying blind.

AG CommTech: That makes sense. What happens to a communication strategy if it is too closely linked to the corporate strategy?

Richard Tigges: People often believe that corporate strategy can replace a communication strategy. But that is a mistake. Not everything in the corporate roadmap is suitable for communication. We also need to emphasize certain facets of communication, such as employer attractiveness or social responsibility, in order to create trust. An independent communication strategy that is aligned with corporate strategy and reputation is essential. Otherwise, communication becomes a mere side issue that is easily caught in the crossfire in difficult times.

AG CommTech: What if there is no support from management?

Richard Tigges: The communications department must gain the trust of managers. A steady hand that enables strategic focus at all times is crucial. You shouldn’t be constantly distracted by hectic ad hoc measures or complaisant communication. Clarity and consistency are required. A communication strategy should function like a contract in good times and bad.

AG CommTech: You criticize the fact that too many communicators still see themselves as broadcasters.

Richard Tigges: Absolutely. It is a misconception that social media channels are replacing one-way communication. Only those who engage in a genuine dialog with users on the platforms after posting a contribution are using the opportunity to address objections. Feedback from our stakeholders can be incredibly valuable in fine-tuning our strategy and communicating effectively. Listening is half the battle.

AG CommTech: Richard, do you have any final tips on what people should do first to set up a communication strategy?

Richard Tigges: Start early and begin planning for 2027 in 2025, for example. If you risk vagueness and can live with the fact that many things are not yet certain and dates or details will naturally change, you will arrive at a big picture surprisingly quickly. However, this picture is never finished because communication must remain a dynamic process. A team that does not have this flexibility, does not want to adapt the planned to changes, does not want to be disturbed by outside-in impulses, would probably be better off without any planning at all. I advocate using strategic communication planning as a compass through the rough seas, especially in tense times.

AG CommTech: Thank you very much, Richard, for these in-depth insights and suggestions. Good luck for the future at Audi!

Richard Tigges: Thank you, Thomas! It was a pleasure.