This final blog in our five-part series on people change looks at technology-driven change from a different angle: not what is changing, but what it feels like to live through it and what communicators can do to make it survivable, and even successful. Think: top tips to work through technology change overwhelm using change communications.

When organisations change policies or employee benefits, the communication often gets treated as a formality. Formalities like automated emails, a system prompting employees to tick a box saying they’ve read and understood, and then everyone moves on. In reality, this kind of ‘tick and flick’ approach is risky. Which is why we’ve got some practical ways to communicate policy and benefits changes so people don’t just acknowledge them, but actually understand and apply them.

A new office, refurbishment, or major fit-out can look straightforward on paper but anyone who’s been involved in one knows the reality: office moves are people-heavy changes, and they can quickly become emotional, disruptive, and distracting if they’re not communicated well. So, we’ve put together five practical communication strategies to help your organisation and your people navigate an office move or renovation more smoothly.

Restructures are one of the most challenging and emotionally charged forms of people change. They’re complex, highly regulated, and deeply personal for everyone. In this blog, we’ll break down what restructures typically look like from a change and communications perspective, and how to approach them in a way that is clear, compliant, and human.

People-related change is one of the most complex areas communicators can face, and enterprise agreement negotiations are a prime example. If you’re new to internal communications, change communications, HR, or leadership, understanding how these agreements work, and what they mean for communication, is essential. This article provides an Australian perspective on enterprise agreements (EAs), also known as enterprise bargaining agreements (EBAs), and walks through the typical lifecycle of an agreement with a strong focus on communication best practice.

Looking back across the year, a few themes surfaced again and again: sometimes in different language, sometimes from very different contexts, but always pointing to the same underlying truth: how we communicate shapes how people experience work, change and leadership. So, what lessons can we take from our expert guests as we move into 2026? Let’s see.

When a tragedy captures national attention, it doesn’t stop at the news cycle. It follows people into their workplaces, their conversations and their thoughts throughout the day. Amid all of this, leaders and communicators are left navigating a difficult question: how do you acknowledge what’s happened without overstepping, causing harm, or saying the wrong thing? Well, this week’s blog is on how to talk about challenging topics like this with your employees.

If you thought 2025 was a big year for change, buckle up, because 2026 is about to raise the bar. From AI adoption to workplace expectations, the past 12 months have shown us just how quickly the ground can shift beneath our feet. Plus as communicators and change professionals, we’re right in the thick of it. Here are the top five trends that shaped 2025—and what they mean for the year ahead.

In a world where attention is the new currency, getting your message heard isn’t as simple as hitting ‘send’. No matter who you're communicating with: employees, customers, or anyone in between, you’ll always be competing with endless noise. So, how do we spot a story opportunity?

As we inch toward the end of the year (how did that happen?), the collective pressure starts to rise because projects need wrapping, stakeholders want updates, and somewhere among the Christmas parties, EOY reports, and inbox avalanches - you know you’re supposed to be planning for 2026. So instead of diving straight into templates and tactics, let’s talk about the real starting point: creating the conditions for good planning.

Every organisation wants its people to “live the values” and “understand the strategy.” More often than not, most people don’t remember any of it. Not necessarily because they don’t care or they aren’t committed, but because organisations often forget one crucial thing: strategy and values only matter if people can feel them, not just read them. So, how does this fail and what can we do to address it?

Every organisation sets out on its change journey with the same ambition: to move forward, to evolve, to transform. Yet two organisations can start with the same vision, use the same consultants, adopt the same frameworks, and still end up in completely different places. So we’re discussing why the same change strategy works in one orgatisation, but fails in another.

From the pandemic to AI, with shortened attention spans and higher expectations, it’s no lie that the last five years have been a crash course in adaptation. So, while we’ve evolved into our very new brand: Cuttlefish Communication, we thought it’d be a treat to look back at the five ways communication has evolved, and what smart businesses (that includes us!) are doing to stay ahead.

The hard truth is: alignment isn’t a box to tick. It shifts as your strategy, people, and environment evolve. That’s why great leaders revisit the “why” often. They understand that clarity is fragile, and alignment builds collaboration, culture, innovation, performance. Which is exactly what we mean when we talk about alignment as communications professionals.

When was the last time you gave your communication plan a real health check? It might be time for a tune-up, and we’ve got some of the most common weaknesses in your comms plan right here. Plus, we’ve given you the fixes to make it work harder for your change initiatives.

October is Dyslexia Awareness Month and a reminder that not everyone processes words in the same way. With one in ten people living with dyslexia, it’s time to rethink how we communicate. Clearer messages don’t just help those with dyslexia, they make communication better for everyone. So, let’s explore how to do that in this blog, here!

Here in Australia, Spring has arrived and with it comes a season of warmth, new life, and, inevitably, disaster. Comms professionals here have seen it all when it comes to disaster responses; yet, through all those experiences, one thing always stands out: organisations are often far better at managing external crisis comms than internal ones.

If the ultimate goal of safety communication is to change behaviour and prevent harm, then we have to ask: Is the way we’re talking about safety really working? The statistics suggest otherwise. So, how should communication professionals talk about safety?

Diversity in our workplaces brings incredible richness, but it also comes with challenges, particularly when it comes to communication. For internal communicators, the stakes are high because it’s not just about making sure people feel included, but also about protecting health, safety, and productivity. So, how do we bridge the language divide and help every team member thrive? We’ve got six tactics that can make a real difference.

When it comes to proving the value of internal communication, one word keeps cropping up: engagement. On the surface, it makes sense on its own because most organisations already run engagement surveys. The numbers are there, nicely benchmarked and easy to report, but here’s the problem: engagement isn’t a measure of communication effectiveness. It never has been. So if engagement isn’t the answer, what should communicators measure instead?