Artificial intelligence (AI) is rapidly reshaping the landscape of in-house communications, public affairs and marketing, driving significant gains in efficiency and productivity while prompting critical discussions about the future of the profession, says a recent white paper. Based on interviews with 30 senior in-house leaders, it reveals how AI is being deployed in practice, the challenges it presents and the evolving in-demand skillsets.
The study, conducted by executive search firm Hanson Search and The Work Crowd, a marketplace and specialist recruiter for freelance and interim communications talent, highlights AI’s primary role in automating routine and time-consuming tasks. One global communications director reported a 20 to 30 per cent increase in efficiency and productivity, attributing this to AI’s ability to handle tasks such as drafting initial content, summarising reports, creating visuals, analysing surveys and transcribing meetings.
This automation frees teams up to focus on more strategic initiatives, including creative development, long-term planning and direct stakeholder engagement. One head of corporate affairs noted that “the day-to-day will get lighter. Fewer decks, fewer reports, less back and forth. That creates space for better ideas and faster momentum”. Crucially, the report emphasises that AI is seen as a complementary “able assistant” rather than a replacement for human roles, enabling smaller teams to operate with the same effectiveness of larger, better-resourced teams.
Adoption challenges
While the ability to “do more with less” is a significant advantage, particularly in environments with tight budgets, the paper highlighted concerns about the proliferation of AI tools. Some respondents questioned the growing number of tools and the risk of investing without a clear plan. One communications director described the sheer number of platforms as “completely overwhelming”, while others voiced concern about “chasing novelty for its own sake”.
Many of the frustrations felt by respondents are geared toward adoption, rather than the AI tools themselves. In one interview, a participant stated “90 per cent of companies that have invested in AI have not seen significant financial benefits, and more than 80 per cent of AI projects fail to deliver significant business value.” They added: “Nearly half of employees have no idea how to achieve the productivity gains their employers expect.” A senior public affairs director reinforced this, saying: “The biggest barrier to success is the AI adoption illusion. Employers provide their team with AI tools and expect immediate results. The reality is successful AI adoption requires cultural change.”
Successful adoption, the report stresses, hinges on leaders actively using AI themselves. One senior communications leader in the technology sector noted: “Too many see AI as a tool for their team to ‘do stuff’. They don’t lead by example and use AI to improve how they work.”
Training and skills
Many organisations are actively investing in training and encouraging their teams to experiment. Formal programs, such as “AI driving licences” and weekly challenges, are emerging to normalise AI use. One senior government affairs lead remarked that providing AI tools without training is “like giving people a company car if they don’t know how to drive. And it’s a high-performance sports car.” Concurrently, employees are expected to take the initiative to self-learn.
AI adoption varies regionally due to budget, regulations and culture. The report found that AI is primarily used in the UK for repetitive tasks, stakeholder mapping, sentiment tracking and content repurposing, driven by budget constraints and smaller teams. European teams are more cautious, focusing on compliance, using AI for summarisation, legislative tracking, translation and media monitoring, reducing reliance on consultants for some tasks. The US leads in AI adoption, with larger budgets and a culture of experimentation, applying AI to media intelligence, performance monitoring, customer engagement and rapid content repurposing, including video and image generation. Investors also heavily use AI to analyse earnings calls.
AI-literate talent
Skill gaps are becoming apparent. Leaders highlighted a growing demand for adaptable, AI-literate talent. Key attributes include a willingness to explore technology, ethical awareness and critical thinking. At senior levels, integrating AI into business processes is a rising expectation. However, there are concerns around an over-reliance on AI, particularly in public affairs, where skipping essential training for junior staff in research, writing and analysis could leave the next generation of advisors “without the foundations needed for more senior roles”.
Despite these concerns, human-centered skills like subject knowledge, contextual understanding, creativity, emotional intelligence and trust-building remain paramount. As one senior communications leader explained: “This means that while AI can make us faster or help with phrasing, it doesn’t replace human judgment”.
The road ahead
In the coming years, leaders widely agree that AI will be the single biggest driver of change in communications and public affairs. While enhancing performance, its long-term impact will depend on aligning culture, capability and leadership. Optimism remains strong, the report found, with leaders seeing AI as a tool to “unlock and improve human talent,” “level the playing field” for smaller teams and make government affairs more evidence-led. Ultimately, AI will redefine roles, sharpen expectations and compel professionals to focus on the uniquely human aspects of influence and communication.
Alice Weightman, global CEO of Hanson Search and The Work Crowd, said: “We are clearly at the start of a fundamental shift in working practices, team structures and the skills organisations require. We are only at the beginning of this transformation, and businesses are grappling with how best to adapt – some cautiously experimenting, others making bold investments – but what we are seeing now is just the tip of the iceberg.
“Across in-house teams, AI is being embedded into workflows, driving efficiencies and reshaping roles – this is also having an impact on agencies. While some teams are looking at models with fewer juniors, others are considering the hollowing out of talent at mid-levels. The savvy new generation of professionals are jumping on the opportunity, actively developing AI expertise and showcasing it on their CVs to get ahead and make themselves indispensable. Clients are increasingly raising the ‘AI question’ in interviews, seeking candidates who can articulate a clear view of the future and demonstrate how they are equipped to adapt.”