Internal communications is more than pushing information to employees. It is a strategic function that includes messaging and channels for communications, engagement, and feedback as a critical driver of employee experience. It shapes culture, reinforces brand values, and connects employees to business priorities. Forrester’s 2025 B2B Brand And Communications Survey reveals that company size influences the maturity of internal communications programs. Larger organizations ($750M+) consistently report more formalized plans, stronger executive sponsorship, and robust measurement practices compared to smaller firms.
Reporting Structure Shapes Impact
Our research shows that the reporting line for internal communications is mixed with internal communications reporting to the CMO 23% of the time across companies of all sizes. Larger companies report that internal communications is more likely to report to a Chief Communications Officer / VP of Communications, while smaller companies are more likely to have HR oversee internal communications. Smaller companies tend to have fewer resources and often focus marketing and communications teams on revenue generating activities. They tend to leverage HR to oversee all employee-related matters.
Larger companies are more apt to prioritize the communications expertise required to build positive brand experiences for employees. As companies grow, it can become difficult to ensure that the brand purpose, business goals, and key initiatives are understood by all employees across levels and regions. In many cases, marketing and communications teams have the skills to implement far reaching internal communications programs that align around the brand, thus creating brand advocates in the employee base. That advocacy influences customers and partners, shaping their perceptions through the stories and messages employees share.
Formalization Drives Consistency And Alignment
Our survey data reveals gaps between large and small firms, with 80% of marketing leaders at larger companies agreeing that internal communications secures strong executive support. Nearly half of these firms have a robust annual internal communications plan, compared to only one-third of smaller companies. Measurement practices follow the same pattern with 35% of larger firms agreeing that they measure internal communications effectively, compared to 22% of smaller firms. These differences reflect the complexity of larger organizations, where structured planning and governance are essential to maintaining alignment across geographies and divisions.
Three Actions Companies Should Take
Regardless of size and where internal communications reports, businesses should recognize internal communications as a top driver of employee engagement and cultural cohesion. To strengthen impact, consider the following:
Commit to governance and planning. Define clear protocols for message frequency, channels, and ownership to avoid duplication and noise.
Map communications to audience needs. Segment by role or geography to ensure relevance and reduce overload.
Measure outcomes. Use engagement metrics and qualitative feedback to refine cadence and content.
Internal communications is not just an operational necessity. It is a strategic lever for employee experience and brand alignment. As organizations grow, the need for formalization becomes critical. Smaller firms can learn from this by adopting structured practices early, ensuring that employees remain informed, engaged, and connected to the company’s purpose. Forrester clients can access the full report, Company Size Shapes B2B Internal Communications Strategy And Investments, and schedule a guidance session with Karen Tran to further explore the report’s findings and recommendations.
