Reputation doesn't pause for resource constraints.

Why Communications Teams Need Operational Support

In my previous article, I shared stories of Presspage customers who stepped into operational roles in their communications teams. Those conversations showed me something bigger than individual career changes—they revealed a fundamental challenge facing communications departments today.

"When marketing doesn't have budget for a campaign, they cancel it. When communications doesn't have budget, we still have to deliver," one told me. This gets to the heart of why communications teams desperately need operational support, yet struggle to justify it.

The measurement problem

The utilities company professional hit on something I hear from many customers: "People fear being measured against metrics they don't fully control." This resistance to measurement isn't about being old-fashioned—it's about how communications work actually functions.

How do you measure a crisis that didn't happen? How do you quantify reputation maintained rather than reputation improved? These aren't theoretical questions—they're daily realities that make traditional performance metrics feel wrong or even counterproductive.

Her team found a solution by focusing on operational metrics they could actually control: response time to media inquiries, percentage of proactive versus reactive communications, consistency of messaging across channels. "We can't always control the outcome," she said, "but we can ensure we're set up to respond effectively."

Communications vs Marketing

What surprised me in these conversations was how differently communications teams handle resource constraints compared to marketing. The aviation comms person was direct: "We never say no to a webcast, or skip a major announcement, or reduce crisis readiness. We figure out how to make it happen because reputation doesn't pause for resource constraints."

This mindset creates unique operational challenges. Marketing teams can pause campaigns or reduce agency scope when funds are tight. Communications teams feel they can't scale back—they stretch themselves thin instead.

This means operational support in communications needs different approaches. While marketing operations focuses on campaign planning and ROI measurement, communications needs systems that allow teams to respond instantly to emerging issues while maintaining quality under pressure.

When systems break down

Both described similar moments when their makeshift solutions finally failed. "We had press releases stored in email chains, contact lists in various spreadsheets, and approval processes that relied on someone remembering all the steps," the energy company shared. "It worked until it didn't—usually during a crisis when we needed to be at our best."

I hear variations of this story from many customers. Teams create workarounds that function until they face their first major test. Then the lack of proper operational foundation becomes obvious.

The pressures keep mounting:

• More responsibilities with fewer resources

• Faster response requirements

• More complex stakeholder management

• Pressure to show clear business impact

• New technologies and channels to manage

Solutions that actually work

What encouraged me in these conversations was how practical their solutions were. One described someone on her team testing AI tools to help synthesise information from various sources, making it easier for spokespersons to craft responses quickly. The other company has created integrated systems connecting communications planning, media relations, and content distribution.

But both emphasised that successful transformation needs more than just new tools. Their experience showed it requires:

• Support from leadership that acknowledges operational improvements matter

• Practical solutions that work for both frequent and occasional users

• Clear demonstrations of how changes make everyone's work easier, not just faster

• Time for people to adapt without feeling overwhelmed

The real cost

"We calculated that our spokespersons were spending 30% of their time on administrative tasks," one shared. "That's time they weren't spending on stakeholder relationships or strategic communication."

This calculation showed the true cost of inadequate operational support:

• Delayed responses during crisis situations

• Inconsistent messaging across channels

• Inefficient use of agency resources

• Time wasted on manual processes

• Inability to demonstrate communication impact

When I talk to communications leaders, these costs come up repeatedly. Yet many teams continue with makeshift solutions because they haven't made the business case for proper operational support.

Moving forward

Reflecting on these conversations, one thing became clear: operational support in communications has moved from nice-to-have to business critical. As reputation management becomes more vital to business success, communications teams need more than just good communicators—they need operational foundations that let those communicators focus on what they do best.

This isn't about replacing human judgment with automation, or turning communications professionals into technical experts. It's about providing the right support so teams can maintain excellence even as demands increase.

The energy company comms manager summed it up well: "Good operations don't make you a great communications team. But without them, even the best communications team will struggle to deliver consistently."

That's what I see across our customer base—talented communications professionals held back not by lack of skill, but by lack of operational support. The teams that recognise this and act on it aren't just surviving current pressures; they're positioning themselves to thrive as communications becomes even more central to business success.