(515) 956-0167

Whether it’s seeking reinforcement of emerging trends, or shining a light on new areas, the State of the Sector report from Gatehouse is always hotly anticipated. Alison Boothby caught up with Simon Wright, co-founder of Gatehouse, to discuss some of the highlights from the latest research. 

Now in its 10th year, the State of the Sector report gives us insight into the purpose, priorities and challenges facing the Internal Communication profession.  Although the results themselves do not show many startling variances year on year, they do quite clearly reinforce certain trends over time and point towards new areas that are starting to have an impact in our corporate environments.

Reasons to be cheerful
A significant 71% say that the IC team are viewed by senior leaders as trusted advisors. Good news then that we are no longer seen as glorified post boys and girls. With our CEOs taking a more active interest in communications and budgets holding up, you’d like to think that all was well. And there is much to celebrate around the practitioner’s day job: strong on communicating strategy, vision and values; a key driver of employee engagement; heavily involved in change programs and directly involved in developing and launching new communication technologies. Dig a little deeper into the data and you soon realise that there is still much to work on.

Let’s talk about digital

Gatehouse State of the Sector 2018
Workplace by Facebook has shown little impact so far

“Let’s start by talking about something we just cannot ignore: two of the most universally unpopular channels are used by huge numbers of organisations.  Yammer and SharePoint are both part of Office 365, and the impact on our corporate and IC landscape is going to be very big indeed” says Simon. “Our data shows that already 48% of organisations have implemented Office 365 and a further 21% are planning to do so. It seems that the likes of Jive and Chatter, once strong in this area, are unable to raise serious competition against the ‘juggernaut’ of Office 365. Even the highly anticipated rise of Workplace has been lacklustre to say the least – fewer than 10% of companies taking this up despite the hype. The reasons, we believe, are down to cost – Yammer is essentially ‘free’ within the Office 365 environment – and the fact that organisations are moving increasingly to a fully integrated and collaborative tool set, rather than bolting on ESNs as separate channels. It’s about giving people a better way to do their work, an easier way to get stuff done without adding to the confusion of switching between platforms and apps.”

Lack of integration and adding complexity to the channel mix, came out as the second biggest frustration in the survey behind low adoption, so it is heartening to see that in terms of where IC professionals are intending to focus their attentions in the next 12 months, the survey shows that the improvement of digital channels has jumped into second place, up from fourth last year.

Slower uptake of new technologies
In some areas of the survey the results are sensational just because they are not, in fact, sensational.  I asked Simon why he thought that some of the most talked-about ‘trends’ of the past few years had not become trends at all: “If you look at something like BYOD we have seen no real growth in its take-up even though many predicted it would be the next big thing in line with the increase in mobile-first communication. While the digital workplace revolution is much talked about, we are seeing a far slower adoption of new technologies than perhaps we had expected. We see SMEs leading the way on this one, perhaps because they are more agile businesses.

“Chatbots haven’t quite taken off yet either despite a great deal of media interest; however, 72% of our survey say that they intend to make greater use of chatbots in the next 12 months along with increased focus on mobile apps and social channels. Yes, there are lots of cool technologies out there that IC would love to use but adoption is far slower than you might expect. From our experience this is particularly true in the large corporates who, for the most part, are committed, like it or not,  to a SharePoint or O365 environment.”

Beezy integrates directly with MS O365

It seems it’s a case of ‘if you can’t beat them, join them’ then. Simon again: “We do expect to see a rise in hybrid solutions – the sort of thing Brightstarr and Beezy build for example. These are relatively inexpensive, simple to use, attractive user-friendly interfaces on top of SharePoint and O365. This makes sense – IT are happy; IC are happy, and your users are happy.”

Face to face still king
The figures again this year reinforce the fact that face-to-face communication is the most effective. No surprise there. But we are seeing a steady commitment to increasing the use of other digital visual channels.

Simon agrees: “Certainly we are seeing greater use of video in clients we work with and a mix of both user generated and pre-recorded output. We see CEOs taking a more active interest in communications and video is a great tool for them to use. Live- streaming technology is still too expensive for general corporate use but it is certainly part of the mix. While digital visual comms is growing, SMS/instant messaging and email are still seen as more effective channels for the time being.”             

Planning and strategy weak point
In the areas of planning and strategy the survey results are disappointing. Only 50% of organisations having a written annual communications plan that identifies key IC activities; only 1 in 3 having any sort of strategy covering a period of more than a year ahead; and 21% having no plan or strategy at all! Simon says: “For all the progress made and the many indications we have from our IC audits that suggest the role of IC in UK and Europe is becoming increasingly important, we still have a lot to do in terms of planning and strategy. This simply wouldn’t – couldn’t – happen in other departments. What makes this harder to swallow is that year on year we are making no progress in this area.”

Line managers perform poorly
For the past three years, it is line managers who continue to top the tables for being a barrier to IC success. 56% cite poor communication skills in their line managers as the single biggest barrier to IC being a success. Providing communication training and coaching, along with collaboration and knowledge sharing, is lingering at the bottom of the core activities that IC are involved in. Also, improving line manager communication skills has dropped out of the top 5 IC priorities. Does this suggest that our priorities need to change? Simon says: “It is certainly obvious that line managers need to be far better empowered. This is something at Gatehouse we continue to champion.  However good the use of collaboration platforms and social technologies is within your organisation, the ability of your line mangers to create motivated, engaged and high performing teams is always going to be critical. Part of this is their ability to have meaningful conversations with their people, to show they care about employees, to really listen, to provide context for corporate decisions, to motivate and to inspire.”

What next?
For starters, it looks as if IC could do with cosying up to the L&D team. All the digital bells and whistles in the world are not going to create strong line managers which are crucial to IC success. Having said that, the focus for the future is digital and improving digital channels looks to be high on the IC agenda. The question then is how to help more than 26% of organisations make a resounding success of these social channels.

The full report will be available for download from February 19th.    Sign up now to automatically receive the report at www.gatehouse.co.uk/signup

Gatehouse is one of Europe’s leading internal communication and employee engagement agencies and publishers of the definitive survey of the internal communication and employee engagement landscape. They recently merged with Gallagher Communications, recognised as world-class experts in employee communication.




Do you advise senior executives on how they communicate to staff?

Are you sure that top-down messages are getting through to the Millennial generation?

Do you want to have the best advice at your fingertips when it comes to advising CEOs and senior execs on how to exploit blogs, Workplace by Facebook, Slack, Yammer, WhatsApp and other social tools ?

What you will learn

  • What good looks like in executive comms today.
  • How to build your own skills set.
  • How to reverse mentor your senior teams.


  • Setting the Scene
  • Overview of the platforms
  • Practical examples and case studies
  • Creating social content
  • Mobile
  • Using Live video
  • Hands on exercises on crafting messages

Course tutors:

Marc Wright – Publisher of dev.simply-communicate.com and the creator of the largest online community of internal communicators in Europe. Marc advises and presents around the world on social enterprise and invented the highly-successful SMILE (Social Media Inside the Large Enterprise) events. He has worked with British Airways, GSK, Tetra Pak and the European Investment Bank on crafting leadership comms.

Peter Furtado – Principal consultant at Shilbrook Associates. Peter helps many membership organisations, charities and publishers to rethink their business models, and train their staff for online engagement.

Guest trainer: Christina Fee

As a former Head of Internal Communications, working in-house for companies as diverse as Bupa, easyJet,the BBC’s Future Media & Technology division and Deutsche Post/DHL, Christina has designed and driven numerous leadership communications programmes and plans.   Now a consultant, during the last year she provided advice and services to a range of clients including McLaren Technology Group, Photo Box and LVMH.

Come along and learn from Christina’s global, big-brand experiences working both in the UK and overseas. She will be sharing insights which illustrate how best to connect strategic needs to business goals to create and implement targeted leadership communications plans, activities and tools for senior and middle managers.

When:                    10:00am – 4:00pm Thursday 22nd February 2018

Where:                  WeWork Paddington, 2 Eastbourne Terrace, London, W2 6LG

Registration:         £495 + VAT price includes lunch – or you can become a member and come free to smilelondon and smileexpo, plus attend a smilelab.  Call +44 (0)203 664 6720 for details.

(709) 243-5537

Microsoft Teams

Microsoft Teams has rolled out its biggest single release of new functionality since Teams launched last March.

New features in Microsoft Teams aim to make it a more powerful hub for teamwork by enabling users to use apps in new ways—including the ability to command apps and take quick actions from the command box, as well as include content from an app in a conversation.

Microsoft Teams
Microsoft Teams

Include information from an app in a conversation—Now you can have a conversation about content from an app without the need to include a screenshot or a hyperlink to the information. In the same way that you can add an emoji or GIF, you can now bring information from apps into a chat or channel message with a simple click. For example, you can search for a specific task in Trello, a work item in Wrike, or a weather forecast, and include an interactive card with that information into a message.

Access a personal view of your apps—The new personal apps space makes it easy for you to access the apps you care about and see all the items that you have been assigned to across apps, like tasks in Planner, issues in Jira Cloud, or your filters or pull requests in Bitbucket Cloud. You can also easily see items you have recently accessed, such as OneNote notebooks or videos from Microsoft Stream.


Discover apps for Teams in the new Store—We made it easier to search and discover apps and services available in Teams in the new Store. Now you can search for apps by name, category (such as Project management or Analytics and BI), or integration type (such as Bots, Tabs, or Connectors), and then choose to surface in your personal app view or in a specific channel in Teams.

Command apps from the command box—We’re rolling out the ability to query or command an app right from the command box. Starting today, you can search for information in an app, such as an image in Adobe Creative Cloud or a news article, and easily insert a specific result into a chat or channel conversation. Over time, we’ll add more command functionality, like the ability to create a task in your project management app or start a build in Visual Studio Team Services. Simply type @ into the command box to display the list of apps you can query and command.


Take quick actions with slash commands—Slash commands are shortcuts you can type in the command box to quickly perform tasks or navigate Teams. For example, you can use a slash command to set your status to “away,” add a user to a team, or call a coworker. To get started with slash commands, type / to see the list of commands currently available.

See the full update in a recent announcement on the veininess blog.

(877) 709-9161

(217) 625-5478
Handling difficult questions requires preparation

In these days of economic and political uncertainty internal communications needs to be ready to deliver high concern messages. Marc Wright gives some top tips on how to prepare for presenting that bombshell.

What is a high concern message?

If the issue involves someone’s job, livelihood, self-esteem or material circumstances, then you really want to communicate at a human level. This is easier when it is one-to-one, but how do you communicate difficult change to a larger audience?

First ensure that your people who are most affected by the changes have already had some one-to-one meetings either with you or a line manager or HR. This is where you can tailor the message to the particular needs of that audience of one; be sympathetic, knowledgeable and capable of giving appropriate news, advice and counsel.

If the changes affect everyone in a team equally, then you can brief them together
in a small group. It’s critical to allow them the chance to ask questions and internalise the message. Facilitation of these meetings requires skill; people are most likely to change when they see someone they respect within their own work team start to adopt new language and behaviours that imply acceptance of the change. If I see someone who does the same job as me and works in similar circumstances, and they are OK with the changes, then I will be more disposed to follow the same journey.

So how do you manage high concern messages in a town hall?

At some point you are going to have to make an announcement about the change at an all-staff meeting. Sooner rather than later is better as in the meantime the rumour mill is at work. Until you make a face to face statement people will fear the worst and their assumptions are always more pessimistic than the reality.

Speed is essential. But so is accuracy…

So speed is essential. But so is accuracy. At the event you are going to have to give some information about the changes that are being proposed or are happening. When you describe the new structure be very careful about the organogram that you present. It will have boxes and perhaps the names of the Unit Manager or
Heads of Department but beneath the detail is usually still being discussed and decided. Make sure that everyone in the audience can see that there is at least a potential place for them in the chart. It is very easy in the heat of a restructure
to use the wrong term or even forget a small unit (usually because they are unaffected).

What you do not need is someone challenging you about an inaccuracy that you cannot defend in a town hall or divisional meeting.

Handling questions and dissent

Do not be surprised if no one asks a question after your presentation. This is quite common during change programs. The audience could be internalising what you say and need time to reflect on the implications. It could be a case of no one wanting to reveal their feelings in front of a large audience.

be prepared to be challenged

Those who do ask questions will be those who have fixed positions. They have already decided what they are going to say before you have even presented so be prepared to be challenged. The way you react will say more to your audience than the words you use, so be neither defensive nor dismissive.  Certainly this is not a time for humour. Be calm and empathetic and stick to the line you have agreed with other senior executives.  Always be polite and refer to the questioner by name. Thank them for their question and express your sympathy with their position. At the end of your answer give them the opportunity to come back.

Prepare – or have your team prepare – a set of frequently asked questions (FAQs) which you can refer staff to. They should also be circulated just before the event to all your reports and line managers so they are ‘on-message’ when they return to their desks.

If a question comes up that you genuinely can’t answer then say that you will research it and come back with an answer that will also be published on the intranet. Much of the information that people want to know will not have been decided at this point so tell them the timetable of decision-making and give a clear
roadmap of the process ahead. Have a colleague note down the questions that
asked and then analyse them to improve the next communication you do. Do not rush away at the end of the meeting but instead make yourself available for people to approach you with their concerns.

There is never the right time to hold a town hall during change but soon and often
should be your guide. Concern levels rise in a communication vacuum and that concern is costing you and the Bank the goodwill of your staff. This means lower morale, less discretionary effort and good people starting to think about pursuing their careers elsewhere.

Communication begins with understanding others

That’s why welcoming and handling difficult questions is a crucial part of your identity as a leader. If you want to promote a climate of openness, trust and accountability in your division, you
have to be willing to face challenging questions, even when you might not
have answers for all of them.

Employees ask these kinds of questions because they are part of the mental process of understanding a new piece of information. As a leader, you have to learn to be receptive and keep an open mind. Applying a communication model designed for dealing with challenging situations often helps.

Roger Martin, former dean of the Rotman School of Management at the University
of Toronto, describes one in his book The Opposable Mind. What he calls ‘integrative thinking’ is the ability to hold two diametrically opposing ideas in our heads. Instead of looking at decisions as a series of either-or-propositions or trade-offs, we can stay open and learn to integrate the advantages of a solution without ruling out the benefits of an alternative one. When we communicate and answer questions in this mode. We don’t jump to conclusions. We couple our messages with inquiry.

To do that, when addressing questions you can ask:

  • Could you help me understand what led you to believe that?
  • Could you give me an example to help me understand your point?
  • This is a complex situation. I really want to understand where are you coming from.
  • What would you say is your main concern?

Answering difficult questions requires planning. Don’t leave it to chance and
improvisation. Here are five ideas to help you prepare:

  1. Research the background. It is important that you enter the room knowing what is likely to be prominent on your staff’s mind. Read comments left on your blog, minutes of your direct reports’ staff meetings, results of staff surveys, etc.
  2. Don’t let rumours affect your mind frame and colour your answers. Use assertive inquiry to explore what is really going on.
  3. Draft a list of potential challenging questions and prepare answers. However, these should be used more as an aide memoire rather than as a script. You want to sound authentic and spontaneous during the meeting.
  4. Don’t be afraid to admit that you don’t have an answer. People appreciate honest leaders. They know that in times of change, you might not have all the answers. What is important to them is to know that you have the ability to lead them
    through the change.
  5. Keep the conversation going. Answers to challenging questions often need to evolve with time. They require more than one interaction.

After the meeting, you can address topics that concern your staff in your blog posts. You can keep them up-to-date on important developments. The more your staff knows about current developments, the less they will feel the need to ask confrontational questions in future meetings.

Ones to watch: Slab raise $2.2M to take on internal employee information storing


As companies grow it becomes increasingly difficult to track the most important information internally. Slab is a new company that’s looking to build a better way to store company knowledge internally.The company describes itself “Your team’s long-term memory – a modern wiki with thoughtful UX, smart search, and integrations that helps your team find answers faster.”

This week the company announced it has raised $2.2 million in a new financing round from NEA, Charles River Ventures and Matrix Partners.

Slab aims to reduce the time employees spend searching for lost documents by searching deep within itself including histories, comments, attachments, embeds, across integrations such as Slack messages, Github pull requests, Asana tasks—even public websites linked from Slab.

Slab Team Insights

“Day-to-day it’s a common statistic that knowledge workers spend 19% of their time looking for information, and even more with emails and meetings trying to find it — and that’s if they succeed to do this.” said Founder Jason Chen.



In a blog post by Slack – the company announced that Longtime Slack finance employee Allen Shim has become the company’s first Chief Finance Officer.

The move has caused 347-697-9466 that the enterprise social networking startup could go public in 2018. Slack’s most recent funding round in July valued the company at $5 billion, making it one of the most valuable enterprise software startups in Silicon Valley. That means that all eyes are on Slack as it possibly prepares to make a splash on the public markets.

Slack Daily Active Users

Slack CEO Stewart Butterfield said:

“Today, I’m excited to announce another milestone: Allen Shim has been appointed Chief Financial Officer for Slack. This is a new position for us and a promotion for Allen, who has been my right hand from the earliest days. Allen is a trusted advisor to the executive leadership team and our Board, having helped build Slack from a small-but-ambitious startup to the high-growth global enterprise software company it is today. Slack is emerging as a different kind of SaaS company, and he knows our business better than anyone. Allen is guiding us toward the next phase of our growth, and I can’t think of a leader better suited to the opportunity at hand.”



The art of managing digital projects


We ask simply’s newest team member, Yomi Ajilore, when did project management become an art?

Yomi Ajilore, Project Manager at simply-communicate

I believe it was the moment project management became an integral part of any business. Project management is not like being a manager of a specific department; it’s about being a manager of various departments, people, activities, and goals, and somehow bringing these all together to deliver a shared outcome. How successful you are is based on how you go about managing this mixture of things, and your perception.

Every time a project manager starts a project, they are given a list of requirements, a number of resources / departments to manage and a budget. Their job is to go away and essentially make it happen, to be thrown right in the deep end and expected to swim to the other side without an instructor.

Project managers are also translators, between the technical and business teams, they make what may otherwise sound like a foreign language, become understandable to all teams.

Seek First to understand, (not to react), then to be understood.

Have you ever been in a meeting where everyone is talking, but no one is listening?

Where there is so much passion and anxiety to be understood, that colleagues were just talking over each other? That’s something that as a project manager, you can’t afford to have, because If everyone is talking, then who’s listening?

You must actively seek to understand something from another viewpoint – not only hearing, but processing this information. Ask open questions, then repeat the idea back to the person in your own words, letting them know that you have heard them. This is key for the early stages of any project as you’ll need this to clarify requirements and build relationships that will serve you well in the long run.

Once someone realizes that you are honestly engaged in trying to understand them, they will usually show you the same respect and you’ll find that you acquire much more useful information. It’s in the best interest of the team and project to give everyone an equal understanding, so if something is not clear, ask questions to ensure you and the team understand completely.

You should be willing to communicate with your team members frequently to ensure everyone takes part in the successful completion of a project, this helps to foster team collaboration and avoid mistakes, which could go unnoticed, it is also important to communicate your expectations of all involved in a project including yourself.  

See the bigger picture.

There are more factors that come into play when managing a project, both internal and external, which could negatively affect projects of all types. This could be technology, legal and legislative restrictions or international and cultural factors, among others, which could create additional complexities that need to be managed. if you don’t have a strong understanding of how your project fits within the overall strategic vision, you put yourself in danger of having a blind spot that can hinder your ability of delivering a successful project.

Imagine you have an ecommerce website project that is being built to bring in new customers, this project is part of a marketing campaign around a new product being launched in 6 months. Without the knowledge of that, you might get overly creative with the design (which takes 2 months to sign off) that it will actually take 6 months to build, and therefore won’t be ready in time for the launch of the new product.

“As a project manager you should always keep the overall vision in mind …”

As a project manager you should always keep the overall vision in mind and understand how the small activities in the project contribute towards that. It’s your job to steer your team towards this vision. By making this connection, you’ll see your team working together with more synergy and towards a shared goal, instead of their individual roles. You must also believe in this vision, be fully vested in seeing your project strengthen that vision so every time I start a project, I always ask where it sits within the overall strategic objectives of the company.

Being Proactive, Not Reactive

Plan for uncertainty; no matter how much you try to plan, there will always be things you can’t prepare for. However, there are many things you can do to prepare for the eventuality that you get thrown lemons instead of lemonade, here are a few:

  • Secure a contingency budget (that we hope we never have to use)
  • Be adequately resourced for your project (I can’t stress this enough, the worst thing is for you to have a set of activities, but no resource to carry them out)
  • Have a shared repository for all documentation (SharePoint, G-drive, digital workplace)
  • Get senior management involved form an early stage. They’ll most likely spot things you can’t see because they’re looking through a different lens, this also ensures they are aware of the activities in the project.

Sharpen the Sword | Know enough to be dangerous

“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” – Abraham Lincoln

This quote has always stuck with me; you must always be eager to learn more, it’s not enough to just have passed your PRINCE2, it’s not enough to rely on your experience, because there will be tools you haven’t used and industries you haven’t worked in. If your project includes a new PM tool, you can’t say “I don’t know it”.

“it’s not enough to just have passed your PRINCE2..”

It’s up to you to go the extra mile and keep up with industry trends and best practices, take courses that may not be paid for by your organisation, watch YouTube tutorials on new systems, download a free trial and actually get hands on with a tool you haven’t used before.

I don’t remember the last day I didn’t check out what’s happening in the industry, whether its reading articles about start-ups on TechCrunch or downloading a report from E-consultancy or BI intelligence, I recently signed up for a free trial of overscrupulous so I could design an app I’m currently building, I’m even learning to code through 5746310036. Join Slack, LinkedIn and Facebook communities, be active in these forums as they allow you to gain knowledge and insights that you can’t pay for, these are real people, with real experiences that most of the time relate to what you’re doing. Attend relevant events, join a MeetUp so you can grow your network and finally, google things, (there’s a load of information there that 20+ years ago, people had to go to the library or have studied at school to learn).

Often I’m managing projects that involve people from all levels of a business, who are more experienced and expert than I am, especially in their specific field. You need to be comfortable with this and welcome the opportunity to work with new people. Rather than trying to be a jack of all trades, leverage the knowledge and skills of your team members.

Once this concept is integrated into your daily habits, they will serve you throughout your entire career.


In my time as a project manager, I’ve had to use a variety of tools to manage projects, here are a few I would recommend:

Trello/Jira  – Every digital project manager uses one of the two daily, to manage issues and tasks, if you want a way to organise and visualise your tasks for the day, weeks or month then you can’t go wrong with either. Trello is free for 1 user and Jira is free for 7 days, Jira also has a slick app that allows you to manage your tickets and teams on the go.

Synergist / Harvest – I’ve used both of these systems for Customer management and accounting, they both allow you to manage your client accounts, raise invoices, track the burn of your project so you can make timely decisions, create estimates that you can share with your client, submit expenses, manage timesheets and utilisation plus more. I recommend Synergist for big corporate organisations and Harvest for everyone else as it has a cooler UI. Harvest has a 30 days’ free trial if you want to see how it works, its also totally free for 1 user managing 2 projects.

Resource Guru – I used resource Guru to manage design and development resource for a year and up to date I haven’t found a better resource management platform, I thoroughly love the UI and ease of use it provides. It’s cost effective and you can subscribe for a 30-day free trial to test it out.


770-717-5410 – One of my favourite tools, mostly because it’s on the cloud and allows multiple team members to collaborate on multiple projects. You can manage your tasks, report on time and budget, share files and communicate with your team via the mobile/tablet app. It also has the ability to integrate with over 400 apps including 0365, Slack, QuickBooks and Salesforce to name a few. There’s a 30-day free trial if you want check out the cool features it offers.

Slack – This is my favourite messaging app, even over WhatsApp, this is due to the fact that slack understands the people it’s built for, I’ve used slack for 3 years now and I continue to use it even in my personal life to communicate with family and friends. It’s packed with a multitude of integrations with third party apps including but not limited to Google drive, Trello, Dropbox, Github, Jira Cloud, One Drive and Zoom. Other features I enjoy are voice and video calls, the deep search of conversations, channels for different teams and topics, the most important feature for me is being able to sign into different teams using one interface.

Subject matter expertise

There’s always something new to learn, especially with the pace of Digital. You must aim to understand the technology and platforms your team works with, the opportunities and the limitations, this allows you to have effective conversations with your team, clients, stakeholders, and vendors.

Being expert means:

  • giving accurate estimates on timings and cost.
  • challenging developers when they over or under estimate development.
  • managing developers effectively, suggesting workarounds to issues and deciding what tools/platforms are right for you
  • communicating accurately and effectively to a client

You should aim to understand how all aspects of a project work, from strategy to design, user experience, front and back end development, QA, SEO, analytics, CMS, social media and more. If you can be the designated expert on everything from 0365 implementations to banner ads to algorithms and more, not only will your team and company appreciate you, but your clients will too. While I learn lessons from my past projects, I am often leading and guiding something new and unique every day.

That is the challenge and fun of the job. I enjoy project management because it keeps me on my toes, a field where I can be involved in just about any type of project. There are days where it feels easy and I know exactly what I’m doing, then there are days where I spend the day asking questions because I need to get my head around something, no matter what the story is, I find myself appreciating what this industry allows me to learn, who it allows me to meet, where it allows me to go and what it allows me to achieve. I take great pride in my achievements through successfully delivering projects, I have a network that if not for Project Management, I really can’t say I would have. The variety of experience this field provides you with, is what I believe the jobs of the future will require.

Google update makes it easier to use G Suite and Microsoft Office together

(613) 592-7024

Google has added an update to Google Drive that will make it easier for teams to use a mix of G Suite and Microsoft Office while working on collaborative projects.

Google Drive users can now easily comment on Office files, PDFs and images in the Drive preview pane without having to use (and potentially pay for) tools like Microsoft Office or Acrobat Reader — or having to convert them to Google Docs, Sheets or Slides files. That’s not quite the real-time commenting feature you get from G Suite or Office 365, but it’s still better than having to constantly convert documents back and forth between Office and G Suite.

Microsoft’s Office tools remain far more popular in most businesses, especially within large enterprises — a market that Google covets but, for the most part, is still struggling to win over.

In a blog post, a Google said

“The ability to comment in Drive preview mode is just one example of interoperabilityshort orderbetween G Suite and Microsoft Office products. You can also use a Drive plug-in for Outlook to make it easier to insert files stored in Drive to an Outlook email and save incoming attachments to your Drive from Outlook. Our help center has more specifics on how to enable the plug-in for admins.”



Join Gatehouse for the latest State of the Sector findings

(415) 332-6021
Gatehouse State of the Sector

Gatehouse Group’s 10th annual 580-413-7592 report – the longest established survey of the internal communication and employee engagement landscape – once again reveals some fascinating facts about

  • Where IC practitioners will be focusing their efforts in 2018
  • What channels they consider most/least effective. In particular, how successful social platforms are and how much progress has been made with mobile communications
  • The average IC spend by size of organisation
  • The size of in-house IC teams

Gatehouse Group is inviting in-house communicators to an exclusive presentation of the results in London on 30th January.

Register your interest to attend here.

Doors open at 8.30
Presentation starts at 9.00 and finishes at 10.00

Google adds security features for G Suite customers


Google has introduced a new security dashboard for customers of its G Suite productivity software, providing G Suite admins with a number of metrics about how their organisations are doing when it comes to security.

Thank you! Your subscription has been confirmed. You'll hear from us soon.
Subscribe to our free monthly newsletter
case studies, expert opinion and news