- The SIG-Marcomms side meeting explored how targeted internal communications can enhance organisational culture and staff engagement.
- Panellists emphasised that behaviour-driven communication and unified operational processes are key to shaping dynamic, inclusive cultures.
- Transparent leadership and open dialogue were highlighted as essential for building trust and fostering alignment across global teams.
TNC25 officially opened today, 9 June 2025, in Brighton, UK, hosted by Jisc, the United Kingdom’s National Research and Education Network (NREN). Running from 9 to 13 June, this year’s conference embraces the theme “Brighter Together”, reflecting the community’s commitment to collaboration, diversity and cross-disciplinary dialogue. TNC25 will explore advancements in cybersecurity, international partnerships and network resilience, while fostering solutions for the future of research and education.
Today marks the Side Meetings Day of TNC25, where experts from across the global NREN community, educational technology leaders and industry figures gathered to engage in deep discussions on topics including AI, cybersecurity, future education ecosystems and automation governance.
Among the many side meetings, the “Special Interest Group on Marketing and Communications (SIG-Marcomms)” attracted particular attention. As a key platform within the NREN community focused on marketing, communications and cultural development, this meeting delved into topics such as internal culture-building, brand alignment and cross-cultural communication practices. The SIG-Marcomms side meeting also offered an opportunity for marketing and communications professionals from the global research and education (R&E) community to share insights, learn from each other and explore potential future collaborations—addressing emerging trends and challenges in support of R&E’s core mission worldwide.
Targeted internal messaging enhances engagement and cultural alignment
During the TNC25 Special Interest Group on Marketing and Communications (SIG-Marcomms), communications leaders from global NREN organisations emphasised the importance of moving beyond blanket messaging. Damian Vickary of Jisc (UK) noted, “Compared to a blanket message, a tiered approach to internal communication is both effective and efficient. Regional-level information should always be adapted to local contexts.” The session stressed that a hierarchical, tailored approach allows organisations to address the diverse needs of their teams while maintaining a unified message. Aligning communications with the organisation’s purpose is crucial in fostering deeper engagement and cultivating brand champions within the workforce. The panel discussed how strategic communication, when coordinated with leadership and HR, plays a vital role in shaping culture from the inside out—especially within globally distributed teams.
Also read: United for brilliance: TNC25 to take place in Brighton, UK
Behaviour-focused communication outperforms rigid cultural definitions
Lonneke Walk of SURF (Netherlands) highlighted that culture is fundamentally about behaviour rather than abstract values. “Everything has to be one — one system, one goal, one process,” she stated, underscoring that standardised operational frameworks are vital for integrating culture across different cultural backgrounds. While fostering informal connections—such as game nights and shared experiences—is key to strengthening team bonds, Walk also acknowledged that as organisations grow, a more unified effort is required to ensure that culture is actively promoted and recognised. Debate and open discussion are encouraged, without rigid speaking rules, and in-person moments such as casual coffee chats often resolve underlying tensions. Ultimately, aligning behaviours with organisational values creates a dynamic and evolving culture, rather than imposing static cultural mandates.
Building trust through transparency fosters stronger organisational cohesion
Ela Yazdani from CANARIE (Canada) shared insights from her experience leading internal communications in a smaller organisation that had to adapt post-pandemic. Prior to COVID-19, the team was closely knit, working together in one office and maintaining strong personal ties. Post-pandemic, monthly meetings became vital for restoring engagement. In one recent meeting, “we collected 35 questions from staff, and leadership made a point to answer all of them—even the difficult ones,” Yazdani explained. This transparent approach encouraged greater openness and dialogue within the team. She further emphasised that recognising varying goals across departments is critical for maintaining progress and alignment. Understanding how colleagues interpret messages and leveraging their insights to enhance communication effectiveness is equally important. As Yazdani concluded, “Change takes time. Building culture takes time—even if structural culture can happen in an instant.”
