I confess: I am 22 years old, I am an intern, and I still stumble over the word ‘communication’ like someone who walks into a huge house and cannot find the bathroom. That is why this text does not aim to teach anything; it only aims to voice the uncomfortable questions that arose in my mind.

One of the ideas that came up repeatedly in the conversation was this: from 2000 to 2025, infant mortality was cut in half. Not slightly. Not ‘a little’. In half. We could be witnessing the greatest decline in human history. Vaccines that cost $1.50. Injections that cost $2 and prevent women from bleeding to death during childbirth. Mosquito nets that prevent malaria from continuing to be a game of Russian roulette for millions of children.

And, even so, very few people talk about this.

This is where, as someone who is beginning to look at communication from the inside, something grates on me. Because if saving millions of lives isn’t a ‘sexy’ headline, what is? At what point did we decide that data only matters if it’s wrapped up in drama, conspiracy or apocalypse?

Lack of continuity

Gates mentioned something that struck me as rather shocking: last year, more children died than the year before. Not because a new disease had been discovered, but because international aid had been cut abruptly and haphazardly. Mosquito nets did not arrive. Nutritional supplements remained in warehouses. HIV drugs were wasted. People died. Not because of a lack of solutions, but because of a lack of continuity in the projects.

From the perspective of someone starting out in communications, this is almost surprising and ironic. The story is simple and brutal: give a little money, save millions; cut it, people die. Period. And yet, no one talks about this. It doesn’t make headlines, no posts go viral, it doesn’t provoke mass outrage.

Perhaps it is because it is too rational. Perhaps because there are no obvious villains nor plot twists that surprise us. Perhaps because accepting that the world improves with actions that are small, silent and constant is not very glamorous, nor exciting, nor worthy of a meme.

One of the most absurd moments of the talk was when Gates recounted how healthcare aid in Mozambique was cancelled because one province is called Gaza and someone, doing text searches, decided that this meant funding condoms for Hamas. The result: babies born with HIV because medication for pregnant mothers was cut off. If this were a television series, we would say that the script was implausible. But it was real. And it happened almost without anyone noticing.

Tell what does work well

Here appears the real elephant in the room of communication: we don’t know how to tell properly what does actually work. We know how to amplify mistakes, scandals and catastrophes, but we get bored by the long processes, the cumulative results, the slow improvements. We prefer collapse to progress because collapse has a narrative.

Gates repeatedly emphasised that the problem is not a lack of money, but perception. Many people believe that rich countries devote 10% of their budget to international aid. In reality, it is less than 1%. When this is explained to them, they readily agree to increase it to 2%. The problem is that no one explains it properly. Or no one tries hard enough.

As an intern, I find this particularly disturbing because it confronts me with a responsibility I didn’t know existed. Communicating is not just about making something understood, but deciding what deserves to be understood. And that’s where we fail miserably.

At the conference, he also spoke about things that sounded like science fiction: virtual doctors; tutors who know exactly where you are going wrong; African farmers receiving better advice than even the wealthiest farmer in Europe would have… All said with exasperating calm. Without expectation. Without epic background music. As if the future were boring paperwork.

And there lies the problem: what truly changes the world rarely seems spectacular at the time. It is quiet, slow, unphotogenic.

What really matters

Communication cannot just be about repeating facts. It has to provoke a little, make someone wonder why they didn’t know this before. Show the difference between what makes headlines and what really matters.

It is not about embellishing figures or selling cheap optimism. Gates made it clear that a pandemic worse than COVID is possible. But he also said that we have better tools than ever to deal with it. The two things coexist, and perhaps communicating well means not choosing just one.

I don’t intend to close any debate, nor am I in a position to do so. But one thing became clear to me: communication fails more because of how we tell things than because of what we know. And for someone just starting out, that’s a little scary… but also exciting.

If communication serves any purpose, it should make visible the everyday miracles that occur, even if they don’t get likes, even if they don’t go viral, even if they make people uncomfortable a little while someone smiles and thinks: “this should matter to me more than it does.”.

And perhaps, just perhaps, that is where the real work begins.

La entrada The value of communication beyond data se publicó primero en Agencia comma.

That is why I would like to take advantage of 4 February – International Cancer Day – to share a reflection that will hopefully help us overcome a paradigm that limits the transformative power of communication by understanding it as a mere process of disseminating information.

This reductionist view of communication, which naively attributes to it the ability to change perceptions and behaviours, has a significant opportunity cost when we talk about social challenges such as cancer, which require a shift in the focus of communication from persuasion and reputation to cooperation and its prerequisite: trust.

The purpose of the learning service

The digitisation of the economy and the automation of knowledge production systems, which are driving the Fourth Industrial Revolution, also require a new conception of the relationships between organisations and their environment.

While it is true that we have accepted the need to transform organisational models towards greater decentralisation and autonomy, the role of corporate culture in transformation projects and the implications of its relevance for the managerial role itself are not so well known.

The influence of corporate culture on organisational behaviour manifests itself through shared core beliefs about ‘what needs to be done’ in line with the organisation’s raison d’être and the results of observing the environment, listening, introspection and reflection; processes that make learning the basis of the evolutionary process of individuals and organisations.

This paradigm shift regarding the role of communication requires a prior paradigm shift regarding the role of leadership in organisations with social impact. Therefore, it is necessary to understand the relationship between corporate communication, transformational leadership and the influence of corporate purpose.

Trust as a starting point

Only through trust can a vision for change be created that breaks down knowledge silos and develops collective innovation capabilities in collaboration with other key players in the environment.

The cultural influence of leadership and its transformative capacity stem from trust and the reinforcement of the ability to ‘learn to learn’, both within the organisation and in the society of which it forms part.

It is this capacity that allows us to change continuously by integrating two equally necessary forces into the behaviour of organisations and society: change and stability. Therefore, we can say that corporate culture is both the cause and effect of the evolution of organisational identity.

Dynamism of culture

The dynamism of corporate culture is embodied in a conversational process that helps us replace ideas that no longer serve to explain reality and guide our behaviour.

From this perspective, communication must be a transformative conversation that consists of:

• The expression of the values that arise from the shared beliefs
• The creation of symbols
• The interpretation of reality.

Organisational learning thus defines the new managerial function, which consists of promoting new communication processes capable of moving from discourse on ‘innovative culture’ to innovative behaviour resulting from the transformative capacity of the union between thought and action thanks to a constructive and ongoing debate on identity.

The influence of this innovative culture on the dynamism of the organisation and its social impact are the result of:

• Contextual intelligence, which results from integrating relevant information from outside and inside the organisation.
• Creative confidence, which is achieved through the generalisation of a sense of belonging and awareness of the organisation’s distinctive personality (self-knowledge).
• The high level of commitment, which requires ‘intrinsic motivation’.

Lead from the future

Action-oriented thinking stimulates cultural dynamism and turns it into a factor for change by guiding relationships with other key players, both to improve decision-making and to design future scenarios.

A dynamic organisation requires a communication system that reinforces not only collective awareness of the organisational purpose, but also an understanding of the usefulness of a few simple rules that determine the behaviour necessary to achieve it and that also condition the way in which future challenges are faced.

This collective vision enables the organisation to evolve in solidarity with its environment and activates a network of alliances to monitor the evolution of potential risks, facilitating anticipation and preparation for crisis situations.

Accountability: inside and outside

An organisation’s strategic link with its environment is truly effective when it has an accountability system in place, both for the contribution of each part of the organisation and for the impact of the whole on society.

Only if we stop viewing reputation as an end in itself and use it to build genuine relationships of trust, will we be able to convert information from a global and dynamic environment into continuous knowledge and innovation, while also strengthening transparency.

To achieve this, senior management and governing bodies must contribute, with the support of communications professionals, to:

• Create a sense of alignment and encourage experimentation through the way you behave and interact.
• Create stories that connect identity with the dynamism of the environment
• Design and update listening systems
• Design and update support systems to overcome obstacles in the learning and personal development process.
• Design and update systems for measuring social impact and their consistency with the organisation’s priorities.
• Design and update talent management systems
  • Recognition systems based on the sense of belonging
  • Compensation for the contribution to results
  • Compensation for the contribution to collective learning
  • Compensation for the contribution to the connection with the environment

These indicators of learning and innovation capacity must be integrated into the management model so that they can be assessed in terms of their relationship to and influence on the dynamics of:

• Financial assets
• The value proposition
• Internal processes, especially those involving:
  • Senior management
  • Teams in the core of operations
  • Communication
  • Marketing
  • Human Resources

It may seem that many organisations that genuinely want to be impactful entities are far from having a communication system designed to create an effective link with their environment.

The intention with which I share this reflection is precisely to point out that the path is short if that will is sincere; it is the path of surrender of accounts.

Hopefully, this reflection will also help to put corporate communication at the service of cooperation—beyond shared intentions—among all organisations working for the well-being of people with cancer.

*Article written by Ángel Losada Vázquez, professor of corporate communication at the Pontifical University of Salamanca. Chair of the Committee for Communication, marketing and public affairs of the Spanish Association Against Cancer

La entrada Communication in organisations with impact. From reputation to transformative trust. se publicó primero en Agencia comma.

Today, in 2026, that fascination with anticipating what is to come remains intact. But in digital communication, it is no longer just an exercise in curiosity; it is a strategic necessity. Platforms change, algorithms mutate, audiences fragment, and technology advances at a speed that forces us to constantly rethink what we communicate, how we do it, and, above all, for whom.

If 2024 was the year artificial intelligence finally took off, and 2025 was the year it became normalised (with ups and downs), 2026 looks set to be the year of maturity. A turning point at which digital communication will cease to be obsessed with scale and automation and refocus on something as old as it is essential: people, usefulness and trust.

These are the main trends in digital communication for 2026 that we are already beginning to detect and that will set the agenda for brands, institutions and creators of content.

Back to human: the value of what is not done with AI

After several years of technological euphoria, 2026 will consolidate a clear reaction: fatigue in the face of mass-produced, generic, and soulless content. So-called AI slop (mass-produced texts, images and videos with no real value or criteria, or even of poor quality that demonstrate a lack of care in their production) will begin to be penalised not only by audiences, but also by the platforms themselves.

Paradoxically, artificial intelligence will continue to be a key tool, but its use will become increasingly invisible. The brands that stand out will be those capable of demonstrating human sensitivity, editorial judgement and authenticity. The imperfect, the handcrafted and the clearly human will gain relevance over the artificially perfect.

It is no coincidence that we have already seen campaigns withdrawn for abusing AI-generated resources or for failing to pass a minimum creative and ethical filter. In 2026, communication will be, more than ever, a question of intention and not just efficiency.

GEO and algorithmic reputation: communicating for AI (without forgetting about people)

Traditional SEO is not disappearing, but evolving. In 2026, brands will compete on new ground: that of GEO (Generative Engine Optimisation), i.e. optimisation for AI-based response engines.

We will witness the rise of the so-called zero-click world: searches that will no longer drive traffic to a website, but will be resolved directly in the search engine or conversational assistant itself. This will force a complete rethink of digital visibility strategies.

In this context, a concept that is still in its infancy but decisive will come into play: algorithmic reputation. What does AI say about your brand, what sources does it use, what context it offers and what biases it reproduces. In 2026, this variable will begin (hopefully) to be integrated into plans for digital and reputational crisis management.

Brands that understand how to train their digital presence for these new environments (media, experts, quotable and consistent content) will have an advantage in a scenario where it is no longer enough to position oneself, but rather to be referenced.

Politics and geopolitics: from the margins to the centre of digital content

Far from being a passing fad, politics and geopolitics are establishing themselves as key topics in digital communication and social media. The reason is simple: the global media agenda spans all areas (including economics, technology, energy, defence and digital rights), and audiences, with increasingly specialised profiles and in many cases followers of current affairs, demand context.

Clear examples are the TikTok communication strategies of institutions such as Moncloa, the Prado Museum, and political figures such as the Mayor of New York, Zohran Mamdani, who have understood that social media is not only a space for entertainment, but also for education and storytelling.

To this we can add the rise of newsletters and personal analysis formats. We can give as an example the Monthly active management, the monthly newsletter by Iván Díez, Country Head of Iberia and Latam of La Financière de l’Échiquier, on current events in markets (and many other topics), which demonstrate that there is an appetite for complex content explained in a clear and accessible manner.

In 2026, brands will not be able to ignore this context. Even those that do not explicitly discuss politics will need to understand the geopolitical framework in which they operate and how it affects their narrative.

Fewer likes, fewer comments… more real value.

One of the great frustrations of communication teams in recent years has been the gradual decline in visible engagement. In 2026, this trend will become more pronounced: there will be fewer likes and fewer comments, even on high-quality content.

The difference will be made by usefulness. Metrics such as saves or shares, viewing time, and recurrence will become much more relevant indicators than superficial interaction.

The formats that will work best are those aimed at solving specific problems or providing practical knowledge: tips, explained trends, tutorials, step-by-step guides, recipes, or applicable analyses.

Effective communication in 2026 will not be synonymous with virality, but rather with sustained relevance.

No more masses: hyper-segmentation and hyper-personalisation

This trend is not new, but in 2026 it reaches full maturity. Mass communication ceases to make sense in an ecosystem where there is no longer a homogeneous audience. There is no mass; there are communities, niches and micro-interests.

Hyper-segmentation of audiences and hyper-personalisation of messages (two terms we were already using in 2025) become a strategic requirement. It is not just a question of adapting the channel, but also the language, approach, timing and value provided to each audience.

Communication becomes surgical. Fewer impacts, but better targeted. Less noise and more connection. The goal is no longer reach, but rather building solid, lasting bonds.

Deepfakes and fake news: a structural threat

Unfortunately, another trend that will become more prevalent in 2026 is the increase in deepfakes and fake news. Technology is advancing faster than regulation and digital literacy, creating a perfect breeding ground for misinformation.

Recent cases, such as certain media crises linked to generative AI tools (the most notorious being Grok), highlight the fragility of the current information ecosystem. And everything points to us seeing more similar episodes throughout the year.

For brands, this means taking on a new reputational risk. Monitoring, verification and responsiveness are no longer optional. Digital communication in 2026 will need to incorporate clear protocols for dealing with content manipulation and identity theft.

Conclusion: communicate less, but better

Digital communication trends for 2026 paint a demanding picture, but also one of a new world full of opportunities. This will be the year when technology ceases to be the focus of discussion and becomes a tool at the service of judgement and strategy but, above all, of trust.

In a way, we are returning to the fundamentals: understanding who we are talking to, providing real value, and protecting our reputation. We must accept the responsibility that comes with communicating in a hyperconnected environment.

In a world saturated with messages, winning will not be shouting louder, but saying something that really deserves to be heard.

La entrada 6 digital communication trends for 2026: less noise, more judgment se publicó primero en Agencia comma.

In recent years, and particularly intensely in 2025, we have talked a great deal about what communication brings to organisations. We have generated rivers of specialised content, we have asserted our role in forums, conferences and networks, and we have broadened the narrative about our strategic relevance. At the same time, the nomenclature has changed: we are no longer just communication directors; we are now responsible for corporate affairs.

The problem is not the change of name. The problem arises when it is not accompanied by a real change in the way of intervening in decisions. “How many words, how many nomenclatures for one same confusion”, as Cortázar said.

Trends, yes, but with demands

When discussing trends for 2026, the diagnosis is widely shared: greater fragmentation of audiences, conversational environments that are increasingly more scattered every day, increasing pressure on reputation, private spaces that are gaining ground to public spaces and an artificial intelligence that accelerates processes, lowers the cost of producing content and I am not very confident that it raises the bar for what is considered a differentiator.

All of this forms part of the context that communication professionals will be dealing with this year. But the real challenge is not so much identifying trends – we have been doing that for many years – as ensuring that they do not remain a rhetorical exercise, something we also know a lot about. Because the risk is clear: talking about change without changing anything.

I don’t know if we’re going round in circles a bit, but we keep repeating the idea (which is now so obvious) that communication cannot continue to be a reactive function. It cannot be limited to explaining decisions made in other areas or strategically glossing over what has already been decided. If we truly aspire to be a structural area, communication must be part of the core where priorities are defined, risks are assessed, and decisions that affect the business and its reputation are made.

Less noise, more meaning

Paradoxically, while we demand greater strategic relevance, the sector contributes to saturating the ecosystem. New blogs, podcasts, newsletters and opinion formats emerge almost daily. In part, this is logical: if no one is talking about you—or your brand—it seems as if you don’t exist, especially in an algorithm-mediated environment, now more than ever as AI tracks your GEO like a bloodhound.

But: are we providing clarity or simply more noise?

An abundance of content does not always translate into greater influence. Often, the opposite is true. In an oversaturated context, value lies not in saying more, but in saying what matters, when it matters, and from a position of judgement. This requires giving up certain comfortable platitudes in favour of more thoughtful positions that are more connected to the reality of organisations and less dependent on passing fads.

AI as a mirror, not as an excuse

The emergence (now normalised) of artificial intelligence is perhaps the most obvious challenge of 2026. Not so much because of what it automates – a lot, as we know – but because of what it reveals. AI writes, summarises, translates, proposes and multiplies production. What it does not do is answer the question for us: what is important?

Here, it is worth turning the usual discourse on its head. AI has not come to make us think less; it has come to make us think much more. This is according to Xavier Marcet, and it is worth remembering. We cannot lose the value of thinking. He adds another recommendation that is worth bearing in mind: “thinking is done alone; reasoning is done as a team“.

In communication, AI can accelerate the “what”; but the value will continue to lie in the “why” and the “what for”. And that requires thought.

Thinking is not a luxury nor an intellectual gesture. It is a professional responsibility. Especially in a context where technology is accelerating, the noise multiplies and the temptation to express an opinion without criterion is always a click away from.

If communication wants to occupy the place it claims to want to occupy, in 2026 it will have to demonstrate this less in storytelling and more in decision-making. Less in overexposure and more in influence. Less in fashion and more in craftsmanship. In short: take action.

It means thinking before speaking. And acting accordingly. Or, in other words: from saying to doing.

Happy 2026, the year of action.

La entrada From saying to doing: communication 2026, less speech and more impact se publicó primero en Agencia comma.

AI is hot on our heels, and although this has been a year of twinning, we will see if we have lost our bearings a little and allowed ourselves to be swallowed up. Here, too, we can set ourselves apart.

And the role seems to be starting to wake up. From Dircom to Corporate Affairs Management, because communication is in everything, because everything communicates.

This year has been a year of preparing for take-off. We have made progress, and in fact there has been a notable increase in reports, analyses and opinions on what is happening in our sector, well above other years. There are some reports that are worth rereading and that encourage us to continue rethinking. But the most important thing is to focus on the year that is about to begin.

We will discuss this when we return from our holidays, but we can give you some key points in advance.

3 keys to communication in 2026

It is clear that communication has taken a significant step forward this year by opening up a clear debate on the need to move from being merely a support function to becoming a fully-fledged participant in the business. Here it is summarised accurately by Joaquín Mouriz in this article in Ejecutivos magazine.

For comma, these will be some of the coordinates:

1. Less, but better.
   The saturation of messages and channels forces brands to fine-tune. Relevance will be more powerful than frequency. Prioritising is not giving up but rather choosing well.
2. Consistency as an asset.
   It may seem old-fashioned, but it is not. Reputation is no longer built solely on visibility. What you say, do and are must be consistent. It is worth emphasising this point; it is not new, but it is fundamental. Brands that fail to achieve this consistency will lose what little trust they have left.
3. Leadership editorial.
   Brands with ambition must behave like media outlets: they must have their own agenda, solid points of view and a distinctive approach. There are many opinions out there, but not so many criteria. Own media must defend their territory.

At comma, we believe that communication is not a final layer. It is structure. And that is why, in 2026, we will continue to work as we always have: with strategy, attention to detail and the ambition to make every message count.

We took advantage of the season and asked AI to sing us a song. Here is what it came up with. It’s just a little nod, a different way of wishing you happy holidays this year and hoping that 2026 will connect us more and better with who we really are.

Merry Christmas and here’s to another year full of good communication!

La entrada Close 2025. Open 2026. Communication matters. se publicó primero en Agencia comma.

Communication is always a very delicate issue for companies to manage. Being exposed in public carries risks, controlling the message becomes more difficult as the degree of interaction with the press increases, and the media’s narrative may end up being very different from what the company had in mind, causing no small amount of upset and disappointment. However, there are always a number of easy-to-anticipate mistakes which, if we avoid them, will at least allow us to tread on solid ground. Below, we will outline the seven deadly sins that, unfortunately, are committed more often than they should be.

Forgetting that there is a thin line that separates communication from marketing

All executives know the theory, but in daily practice, many succumb to the temptation to approach communication with a “free advertising” approach in the news media. Every press release and every communication action must incorporate objectively interesting content with informational value. If a journalist asks a company spokesperson what they think of the current situation and the answer is “I think consumers should buy my product because it is the best on the market“, the result is counterproductive and contrary to the interests of the company: it creates a bad relationship with the press (which is looking for news, data and facts, not advertising), credibility is lost and the brand’s prestige suffers.

Trying to stop an ocean liner when it is going at full speed

What does this mean? Many firms are eager to communicate transactions that are very relevant to them and set the process in motion; but when it takes effect, they do not like what they see (or it frightens them) and they try to stop it. It is true that it is not the same to imagine yourself on the front pages of newspapers as it is to actually see yourself there: being the centre of attention, even if that was what we initially sought, can generate pressure or unforeseen side effects that are difficult to manage. Therefore, before initiating a communication campaign, companies must assess whether it really benefits them from a strategic point of view and analyse all the possible consequences, because once the game has started, it cannot be stopped.

“If it is very important to me, has to be important to the rest of the world.”

This is an extremely common mistake, despite how obvious it is. There are issues that are crucial for a company, but which are not important enough to be published at a general level. Companies must accept this reality: no matter how important something is to them, that does not mean it should necessarily make the headlines. On the other hand, if a corporate event is not newsworthy in itself, it is probably not as important to appear in the media as was previously thought.

Haste makes waste

Managing communication in a hurry is like buying all the tickets in a lottery where the prize is disaster. The communication management of an issue that is crucial for a company must be commensurate with the strategic importance of that action or decision. Communication must be an integral part of that strategic development from day one. The “I want this out now” approach, as an abrupt order with no room for planning, can only yield satisfactory results by pure chance. Typically, neither the repercussions nor the message will come close to achieving the quality and impact they could have had if careful planning had been done from the outset. Communication is not simply a matter of pressing a button and believing that everything will flow, as is too often thought.

The trees in the short term that prevent us from seeing the forest in the long term

Corporate communication is not limited to a one-day impact. To achieve a good relationship with the media, based on trust and influence, it is necessary to constantly cultivate and nurture that relationship. The desire to achieve short-term results, pushing the media to their limits or betraying their trust, jeopardises the long term, which is the road the company will have to travel throughout its life. Today’s impacts, if achieved at the cost of damaging relationships with journalists, sow the seeds of tomorrow’s failures. Communication, like economic development, must be sustainable and not compromise the resources that will be needed in the future.

Measure quantity and quality by the same yardstick

We really enjoy receiving a clipping from the press with hundreds of hits (if it’s good news). But, be careful, many times, a single impact can be more determining and decisive than 250. An exclusive in the launch of a medium with maximum dissemination and prestige is more valuable than a tonne of briefs to the weight, with all the affection and appreciation for the briefs. In communication, quantity matters, but quality matters much more.

In times of crisis, employ the ostrich technique.

Crisis communication is one of the classic methods that never fails, sooner or later it ends up happening. When a crisis erupts in a company, the technique of the ostrich is one resource that has been used since ancestral times: hiding one’s head under ground and trusting that the storm will pass. It may work, life is full of surprises, but that is a trump card with some cards that are very dangerous. Nor is it advisable to feed trolls by communicating compulsively, because transparency does not consist of that. It is about leading and maintaining control over the discourse of the company, make its message visible, manage the crisis with diligence and decisiveness, without allowing that third parties (media outlets or other sources) take ownership of the company’s discourse the discourse of the company and twist it to their whim.

These sins capital of communication may seem of common sense. However, the truth is that I have seen how for years many companies make one and another mistake after these errors. That is why I have wanted to highlight them. Planning and placing communication at the level of importance that it deserves, companies will have an easier life in the always complex relationship with the media.

La entrada 7 capital sins of communication that are as frequent as they are easy to avoid se publicó primero en Agencia comma.

The sector is undergoing constant transformation. In my almost three decades of specialisation, I cannot remember a single moment when we have not had to face reinvention. Now it is time, on the one hand, for technological acceleration: the emergence of artificial intelligence, the new channels, the fragmentation of audiences. On the other hand, the growing threats: information overload, fake news, the loss of coherence in the messages, the questioning of the ethics of the ‘anything goes’, and, ultimately, a greater demand for credibility and transparency on the part of the audiences.

For those of us who work in communications, this means that it is no longer enough to simply ‘make noise’, even though some may believe otherwise. We are required to provide meaning and judgement. To communicate effectively, to narrate with perspective and consistency, to listen to audiences, to stop and think… All of this has become more valuable now.

But is the blog still a fundamental part of the website?

I am struck by the number of websites that host a dead blog, abandoned, sporadic, inconsistent. It doesn’t make sense. Does it take a lot of work? Yes; is it very demanding?: yes; does it open up opportunities for you?: yes; does it make room for other minds?: yes; is he getting the most out of the game?: possibly not.

But… Why do we insist on the need to have a blog?

• Presence and memory. The blog is a living archive of ideas, debates, trends, mistakes and lessons learned. With more than 14 years of history, our blog not only represents us, but also documents the evolution of the sector.
• Authority and positioning. In the digital environment, having a well-managed blog reinforces brand authority and professional reputation. Today, search engines, like the artificial intelligence that is coming into play, value structured sources with depth and consistency.
• Visibility in the era of AI. The paradigm of positioning has changed. Beyond the realm of classic SEO (Search Engine Optimisation), we are seeing emerge the concept of Generative Engine Optimisation (GEO): optimisation so that the content is cited or used by systems of generative AI. This is not the first time that we receive a potential customer because AI has recommended us.
• Control over one’s own discourse. A personal blog does not depend on the changing algorithm of a social network or external media. It is our space to think, express opinions, correct… without external filters. In times of fake news and manipulation, this is also part of the communicator’s ethics. And this is of particular interest to us.
• Educational thread for the sector. Not only for us, but for those who are just starting out: showcasing the blog, its continuity, its value is also an example for other professionals or agencies who today can consider whether it is worth starting a blog.

Threats that loom (and how the communication blog can respond)

• AI as a challenge of automatic content generation automatic: the ease of generating texts using machines requires that blogs offer something more human, critical, unique. A perspective of their own, different, more realistic and human.
• News fake, information saturated: the public already distrusts. A serious blog can connect with confidence, with transparency. It creates a track record that is well worth the reputation.
• Format and consistency weakened: many formats scattered, messages varied without thread; enter and exit. This is something we see every day with our new customers. The lack of consistency in our own channels is the order of the day of the day. Maintaining a blog requires discipline, strategy, planning, that stopping to think…
• Ethics and responsibility: in an environment where immediacy is key, blogging allows us to take a step back, reflect and raise ethical questions.
• Change in the rules of visibility (GEO, AI, searches without clicks): if we do not adapt our content to how AIs ‘read’ and ‘quote’ it, we run the risk of being invisible.

4. Practical tips for a good blog about communication (and may this post serve as an example)

Here are some key lessons we have learned after more than a decade of writing, maintaining, and evolving this blog:

• Consistency above all else: the commitment to publish regularly (week after week) builds habit in the audience and authority in search engines. And yes, sometimes we get caught out… but we get there; we always get there.
• Topic and added value: each post should raise something worthy of attention: an analysis, a different perspective, a prediction. Not just what is happening, but why it is happening and why it is important.
• Clear structure: title that grabs attention, subtitles that guide, bullet points or sections educational. Readability is key.
• Language of their own and voice authentic: the blogs that stand out have a tone that is recognisable. Here we combine experience, approachability and rigour. ‘Something’ very comma.
• Basic SEO optimisation: relevant keywords, user-friendly URLs, meta descriptions, high-quality internal and external links. This remains fundamental.
• Optimisation for the era of AI (GEO): in addition to classic SEO optimisation, think about how your content can be cited or referenced by generative IAs. It uses natural vocabulary, defines terms well, and structures for direct responses.
• Internal linking and context: linking to older posts strengthens your blog as a coherent repository.
• Promotion and distribution: the blog does not live only on its URL; share it on social media, newsletters, and use earned channels as well.
• Measurement and improvement: use the data to see which topics work, which tone connects, which formats generate the most engagement.
• Ethics and transparency: declare your sources, be careful with statements, and maintain consistency with your values as a communications agency.

How to organise your blog within a communications agency’s strategy

An agency’s communications blog should serve three simultaneous purposes:

1. Own brand: for the agency to build authority and reputation.
2. Value for customers and the sector: topics of interest to both end consumers and professionals in the sector, as well as those who are currently in training.
3. Lead generation / visibility: content that attracts qualified traffic, positioning the agency as a benchmark.

For this purpose, we recommend:

• Create an editorial calendar for, at least 3 months, although not losing sight of current events, which can be sent to drift part of the forecast that you have made.
• Devote a percentage of your time to researching what is coming: trends, AI, ethics, regulation, etc., without losing sight of case studies, changes in regulation, best practices, etc.
• Involve the team to generate a variety of voices, fields of knowledge, and areas of expertise. It is wonderful to see how, when we step outside our daily routine, we can feel the power that we all have within us.
• Regularly review old posts to update them — especially in a fast-changing sector. Let’s not disregard the work we’ve done.

Conclusion: continue writing for pleasure, but also as a strategic act.

Maintaining the Agencia comma blog for more than 14 years has not only been an exercise in discipline or a strategic move. It is a commitment, a key element in resisting (AI, falsehoods, noise) and moving forward (authority, visibility, reputation). But it is also a pleasure. The pleasure of writing.

If you are a communications professional or agency considering starting a blog, do so with purpose, consistency, and your own voice. And do so knowing that you are sowing the seeds for a future where quality, consistency, and authority will make all the difference. If you already have a blog but are not paying attention to it, reconsider. Remember: everything communicates.

Writing well is (or should be) part of what it means to be a communicator today. And Comma continues here, with the blog, without missing a week, to continue telling, analysing and accompanying this sector that we love so much and that never ceases to challenge us.

La entrada Reason for being of a blog about communication se publicó primero en Agencia comma.

La realidad es que, de forma casi imperceptible, pero a una velocidad increíble, hemos ido dejando atrás el mundo analógico. Y quienes más rápido lo han hecho, hemos sido los de mi generación: la generación Z.

The hybrid generation: between two worlds

Those of us born between the late 1990s and early 2000s experienced a transition from analogue to digital. In a way, we are the first generation of digital natives (or at least their immediate predecessors), because we grew up alongside the development of today’s technology. Our childhood was marked by pencils, notebooks and filing cabinets, but our adolescence and adult life unfolded in a completely digital environment.

We learned to write with pencil and paper, to use school diaries, notebooks for each subject, filing cabinets full of folders… However, we soon discovered that these tools were only temporary. What seemed to be the norm was replaced by reminder apps. Google Drive became the new universal filing cabinet, and collaborative documents have gradually replaced the physical exchange of notes or writings.

Generation Z lives in a hybrid world, with one foot in each. We know what it was like to look up information in encyclopaedias or libraries, but we also know how to use ChatGPT to get any answer in seconds. We experience the excitement of developing photos from film rolls and at the same time manage our galleries on our mobile phones, including editing. These references not only marked our adolescence, they also map out the transition between one world and another. Each of them reflects how our routines, our consumption habits and, ultimately, our way of communicating have changed.

This duality makes us aware of what has been lost, but also of what we have gained. Perhaps that is why many young people are experiencing a partial return to analogue: they are going back to Kodak cameras, paper diaries and vinyl records. In my opinion, I don’t think this is empty nostalgia or a passing fad, but rather a search for balance between the digital and the ‘traditional’.

Communication in the age of immediacy

In this context, journalism and communication have also changed completely. Today, digital technology gives us immediate access to thousands of platforms, content and ways to connect with other people. All information is literally just a click away.

The problem is that this immediacy has become a constant bombardment that overwhelms us every day, especially on social media. Virality and the speed with which we consume content have left behind the printed newspaper and any tool that requires more than thirty seconds of our attention. They call it efficiency.

But that same speed brings with it risks: superficiality, misinformation, and the loss of messages in an endless ocean of stimuli. And we know it. My generation knows that it is very easy to be deceived, that social media is fertile ground for lies. At the same time, we also know that today people consume information in fifteen-second reels . That is why many creators have had to adapt to the consumption style of Gen Z and Alpha.

Paper, on the other hand, had something that digital still lacks: permanence and credibility. By leaving paper behind, we gained speed, but we sacrificed the pause for reflection that communication also needs.

Education in the age of AI

We must be aware that technological advances and the possible definitive replacement of paper are inevitable. That does not mean it is a negative thing, but it does mean accepting that we are most likely heading towards a 100% digital future.

In this scenario, the key is to adapt. As a society, we cannot allow part of the population to be left behind in this process. The digital divide is a real obstacle and poses a risk of exclusion for those who do not have sufficient access or training to function in the digital environment.

At the same time, we must not forget that new generations need to learn how to use technology responsibly. Artificial intelligence, for example, opens up a world of possibilities: it can help us to be more creative, more efficient and solve problems in unprecedented ways, but it can also pose risks if not used wisely. That is why it is essential to teach and educate in technology, encouraging critical thinking that allows us to take advantage of all the positive aspects without falling into the harmful ones.

Balance is difficult, but possible.

From my point of view, living with both analogue and digital technology has made my generation the best prepared to navigate any environment and adapt to any work situation.

In the end, growing up between analogue and digital has not been a disadvantage, but a gift. It gave us the opportunity to experience the best of both worlds: the calm of writing by hand and the adrenaline rush of endless scrolling scroll ; the wait for a developed film roll and the immediacy of an Instagram story. Perhaps that is why we value nuances so much, because we know what it means to lose them.

It’s not about choosing one or the other, but about finding the right balance. Knowing when speed is needed and when it’s worth taking a break. And, above all, remembering that behind all the screens, diaries and notebooks, there are always people, with our desire to communicate, to understand each other and to leave our mark.

La entrada Losing paper, embracing pixels. se publicó primero en Agencia comma.

This podcast was born as a gamble – and almost as an experiment – at a time when we felt that public conversation needed other textures, other rhythms, other spaces. And what we found was something even more valuable: a channel of our own, free of urgencies and algorithms, where we could weave stories, listen to nuances and share thoughts. We are very pleased that it has served as an example and that other agencies and institutions have appreciated the need for new channels of communication.

A voice with purpose

When we started El elefante verde, we knew we didn’t want to do just another podcast. We wanted to make a podcast of our own. Not only technically, but in depth: with an approach that represented us, with voices that added value, with a narrative consistent with the comma culture that we have been building for over twenty-six years. And, in addition, to give voice and visibility to the enormous talent that exists in our sector.

And that is, perhaps, what defines a good corporate podcast: not technical perfection, but clarity of purpose. And even more, courage. That’s why we are still here, six seasons later, convinced that this channel has a long way to go.

Podcasting as a strategic tool

In these years of sustained production, we have confirmed – in practice – what we had already intuited from theory: the podcast is one of the most valuable formats for brands and organisations that want to build a solid, slow and differential communication.

It is not just about having a ‘presence’ and even less about collaborating in the noise, but about creating a space where values are embodied in conversation, where ideas breathe and where voices speak without filters. In short: a space of freedom.

What makes the podcast such a powerful channel?

First and foremost, and without a doubt, authenticity. The human voice has a level of closeness and credibility that few formats achieve. A good episode has the power to connect, to question, to accompany…

Narrative control is also very important: we do not depend on media, headlines or algorithms. The message is constructed in a free but intentional way.

The power of versatility is indisputable. It can be used to reflect on the sector , to explain an internal process, to share cases, or to open public conversations.

And finally, accessibility: with a moderate investment, it is possible to achieve professional products, especially if care is taken with editing, script and editorial coherence.

Opportunities and learning

One of the greatest lessons learned from El elefante verde has been to understand that a podcast is not improvised, but neither is it over-produced. It requires strategy, yes, but also space for spontaneity, listening, deviation. We have come a long way with the passage of time and experience after 6 seasons.

But also, as a communication tool, it allows us to explore topics that do not fit in other channels, to give a voice to different profiles, to reinforce the organisational culture and to build community. And, at the same time, it forces us to live up to the content proposed: each episode is a commitment to quality, coherence and intention. We are confident that we have succeeded.

A listening community

At the end of this sixth season, El elefante verde has 21,152 combined listeners (12,200 iVoox + 6,808 Spotify + 2,144 Apple Podcast) and 451 accumulated followers (45 iVoox + 371 Spotify + 35 Apple Podcast). Beyond the metrics, what has sustained us all this time has been the qualitative return. Comments, shared reflections, invitations to continue thinking. A community connected from the essential: the desire to listen with depth in times when everything tends to zapping, rushing and lack of depth. Thanks to those who have made it possible.

Other communication podcasts.

Although we are convinced that El elefante verde has been one of the first communication podcasts in Spanish with continuity, we coexist with others that we believe it is necessary to include in this post because all together we make what we are trying to do bigger. There are some more but they are not active. Do not hesitate to suggest those that we have not included and that you consider essential.

1 – Podcasts from consultancies and communication agencies

EL ELEFANTE VERDE

Producer: comma
Presenter: Silvia Albert.
Description: A space for critical thinking on communication, power, culture, leadership and transformation. Through interviews and reflections , the great challenges of contemporary storytelling are addressed.
Differential: Integration of philosophy, psycho-spirituality and business experience.
Frequency: fortnightly.
Where to listen: Spotify, Apple Podcasts, iVoox and the Agencia comma website

LA CUEVA DE MOE

Producer: Incognito
Presenter: Carlos Molina.
Descripción: Videocast que aborda la comunicación desde la experiencia práctica: gestión de reputación, portavocía, IA en creatividad, eventos, redes sociales y comunicación de crisis.
Where to listen: Apple Podcasts, Spotify.

IDEAS LLYC

Producer: LLYC
Description: Conversations with opinion leaders on reputation, digital transformation and leadership in communication.
Where to listen: Spotify, Apple Podcasts, and the LLYC web.

CAVIAR ONLINE

Producer: Marficom
Presenters: Joan Martín and Carles Fite
Description: In a fresh and agile tone, weekly news on social networks, online communication, branding and digital marketing are addressed.
Frequency: Weekly.
Where to listen: Spotify, Apple Podcasts, iVoox and Youtube.

HABLEMOS DE COMUNICACIÓN

Producer: Imaginario
Description: Conversations with strategic tools for organisations in the areas of communication, marketing and endomarketing by the Imaginario team.
Focus: strengthening organisational communication through innovation and co-creation of knowledge.
Where to listen: Spotify.

SIN BRIEFING Y A LO LOCO

Producer: Team Lewis
Description: Marketing podcast to discover trends in the industry
Focus on: communication, podcast, social media
Where to listen: Spotify, iVoox.

2 · Podcasts académicos, universitarios y organizacionales

ALTA COMUNICACIÓN

Producer: Universidad Nebrija – Faculty of Communication and Arts
Description: a space for reflection on institutional communication, new narratives, advertising, digital media and academic training.
Approach: interviews with teachers, professionals and students.
Where to listen: Spotify, Apple Podcasts, iVoox

CUESTIÓN DE REPUTACIÓN

Producer: Corporate Excellence.
Description: Dialogues on intangibles, reputation management, sustainability and corporate purpose.
Focus: strategy and organisational culture.
Where to listen: Spotify and Youtube.

3 – Company and media podcasts

FORO DE LA COMUNICACIÓN

Producer: Dircomfidencial.
Presenter: Santiago Doménech.
Description: analysis by renowned experts on current issues in the field of communication, marketing and advertising.
Focus: interviews with agency, media and company professionals.
Where to listen: Spotify, iVoox and iTunes.

4 – Independent and author podcasts

COMUNICAR, MÁS QUE HABLAR

Producer and presenter: Jesús Pérez Santiago.
Description: aimed at those who want to create their own audience and stop being invisible. Talks to extract learnings and reflect on communication, mindset and business.
Focus: communication, strategy and organisational culture.
Where to listen: Spotify, iVox, Podimo, Apple Podcast and Youtube.

MIL PALABRAS

Producer and presenter: Santiago Ríos.
Description: Effective communication to perform better in digital business, organisational culture, marketing, entrepreneurship and content creation of all kinds.
Focus: communication, professional development, technology.
Where to listen: Spotify, iVox, Apple Podcast and Youtube.

What next?

We close this season with gratitude, with new ideas for season 7, and with the certainty that the podcast has not been a fad for comma. It has been – and continues to be – a living communication tool that has allowed us to learn, to open spaces and to be coherent with what we stand for, as well as to contribute to the sector what we receive from it.

In the coming weeks, and as summer reading, we will make 6 small reports in which we will collect the messages, ideas, the most important contributions of the professionals who have passed through our room in each of the seasons. In this way, we close the circle of knowledge so that it does not remain solely and exclusively in one voice, but offers the opportunity for a more leisurely and profound reading and reflection without the rush of the car or the day to day.

We continue to believe that another way of communicating is possible. More thoughtful. More human. More conscious. More courageous. And in that, El elefante verde will continue to have a lot to say because… communicating is power.

I would like to take this opportunity to wish you a happy and well-deserved holiday.

La entrada El elefante verde and the power of the podcast as a channel of its own se publicó primero en Agencia comma.

What is it like to work in a communications agency as part of Generation Z? There is no single answer. Sometimes it is motivating, sometimes demanding. It combines enthusiasm, responsibility, constant learning and a great desire to do things well.

Those of us in this generation bring a different perspective: we grew up in a digital environment, we value purpose and we care about the values we work with.

We are looking for coherence, environments where you can contribute from the start and a professional culture that also takes people into account.

This article is a personal look at how we experience agency work, what drives us and why, despite the challenges, we remain committed to this profession.

Gen Z at work: what we look for, what we value

We have never completely separated the personal from the professional, because life has taught us that everything is mixed. We want to work in a meaningful way, with responsibility, but also with freedom. Teams where we can propose without fear, learn without having to prove it all the time and make mistakes without drama.

We are motivated by projects that add up, that bring more than notoriety. We care about how things are said, but also from where and for what purpose. We are not satisfied with “it has always been done this way”; we look for criteria, intention and impact.

In the communications sector, this translates into a more agile, more collaborative and more critical approach to ideas. If a campaign has no soul, it shows. And we notice it faster than anyone else.

Teleworking, flexibility and trust: that’s how we work best

We have normalised working from home, from a café or from another city. Not because we don’t want to see the team, but because we understand work as something that is organised, not watched over. The important thing is that it is done well, not from where it is done.

One of the keys to our work experience as a generation is flexibility. Being able to work from home or in a hybrid model helps us to concentrate, to organise ourselves better and to give our best. But it’s not just about convenience: it’s also about mutual trust and a more contemporary way of understanding teams.

Teleworking in communication works well when there is structure, effective digital tools and a collaborative culture. At comma, hybrid is not an exception, it is part of the DNA.

Although connecting in person multiplies

Not everything happens through a screen. Going back to the office when it’s time or meeting in a coworking space can unlock an idea that didn’t come up, spark a valuable conversation or simply remind you that there are people behind the email.

Shared spaces remain key to creating team culture, strengthening relationships and activating creativity. Sometimes, the most improvised is the most brilliant. And in an agency, that goes double.

What does Generation Z bring to corporate communication?

Generation Z brings a vision that is more connected to social, digital and new languages. We understand platforms well, we handle different formats and we know how to communicate with younger audiences, without the need to impost.

But we also value consistency: messages with substance, brands with purpose, communication that is built on honesty. What drives us is not just doing it right, but doing it with meaning.

A new way of communicating: more authentic, more connected.

We are not here to change everything, but to add a different way of looking. Closer, more critical, more aware of how brands relate to people.

At comma, that perspective is complemented by the experience of the senior team, and the result is work that is more current, more relevant and more aligned with the times we live in. And that is, in the end, what we strive for: that our work connects, inspires and adds value.

La entrada What it ‘s like to work in a communications agency as Gen Z se publicó primero en Agencia comma.