The key drivers of modern communication

1. To begin with, could you tell us about your career path and what led you to support large corporations with their communication challenges?

My name is Pierre-François Canault and I am a communications director. I have spent most of my career in France, mainly working for large advertising agencies in Paris. There, I advised public decision-makers, including several members of the government, on their communications strategies, sometimes in sensitive contexts requiring a real media «clean-up» effort.
I subsequently specialised in crisis communication management, supporting public figures and companies facing complex situations. I also teach crisis communication at Sciences Po Paris.

These experiences led me to take on the role of communications director in various consulting groups and fast-growing scale-ups. Over time, my consulting work naturally brought me closer to Switzerland, an environment that has always fascinated me with its pragmatism and the speed of decision-making by its leaders. Today, I support French and Swiss companies with their communications, personal branding and employee advocacy challenges, alongside my role as communications director. This Swiss pragmatism, based on quick and human decisions, is a real driver of performance, and the figures prove it.

2. In your opinion, why does communication now play such a strategic role in the performance and reputation of organisations?

The communication has always been essential, but the turning point came after 2010 with the massive emergence of social media. Overnight, anyone could speak out, from anywhere, on any subject. And above all, any employee can now express themselves publicly about their company, particularly on LinkedIn.

This has fundamentally changed the rules of the game. Employees' opinions have gained credibility, sometimes even more than those of the brand itself, and now influence purchasing decisions. This is a tremendous opportunity, but also a major reputational risk.

Today, reputation is based as much on what a company offers as on how its values are perceived. Consumers are thinking more carefully about their spending and want to identify with organisations that reflect their values. Communication has become the cornerstone of this trust.

3. What major developments have you observed in communication strategies, particularly in terms of content, channels and audience expectations?

When I started out, most of the action took place on television, in print media and on billboards. These channels are still relevant, but a large portion of investment has shifted to digital. On social media and online platforms, we can now finely segment audiences, track data and continuously optimise campaigns.

The arrival of the’AI is further accelerating this trend: we are now able to target much more precisely and tailor content to very specific audiences.
Above all, everyone has a smartphone in their hand. We are constantly exposed to advertising content, often without even realising it. Communication strategies must therefore adapt to an overstimulated, highly informed and extremely volatile audience.

4. In your opinion, how can companies build a strong and consistent employer brand in an environment where image is constantly being shaped?

The key is the’employee advocacy. A strong employer brand relies above all on the ability of employees to become the company's primary ambassadors. However, this is only possible if the working environment is healthy, consistent and aligned with the values displayed.

It is difficult to ask teams to be more «corporate» without offering them a clear benefit. The approach must be win-win: the company improves its image, and the employee develops their visibility, modernises their profile and attracts new opportunities, sometimes even headhunters.

Investing in training to support employees in this process is crucial. It is often much more effective, and much less expensive, than traditional advertising campaigns. Nano-influencers, i.e. employees, inspire much more confidence than television or press advertising.

5. Artificial intelligence is significantly transforming the communications industry. What relevant uses do you see emerging, and what limitations should be kept in mind?

The most relevant use today is as an assistant. For example, it used to take several days to carry out a complete benchmark of competitors. AI can collect, sort and structure this information in a matter of hours, with remarkable efficiency. As long as it is asked to gather objective data, the risk of error is limited.

On the other hand, AI will never replace creativity, a deep understanding of a customer, or human intuition. It can suggest ideas, but these are often generic and unambitious. Creative risk-taking still belongs to professionals, and will continue to do so for a long time to come.

AI saves us time, but it cannot create anything unless humans give it direction. Invention, emotion and creativity remain profoundly human.

6. For professionals who wish to develop communication skills, what do you think are the training priorities for remaining effective and aligned with new challenges?

The first challenge is being able to sell yourself. A good command of personal branding is essential: a communications professional must have an impeccable image, online presence and editorial consistency.
LinkedIn has become a strategic space, and it is important to know how to use it effectively.

Next, it is essential to master the right tools: Canva to quickly produce content, analytics platforms, strategic tools that facilitate creation and distribution.

Finally, active monitoring is essential. Understanding how competitors communicate and how markets evolve allows you to take a step back, analyse trends and propose truly relevant strategies. Those who understand their environment can create, anticipate and influence.