Why Internal Communications?

From the Preface of the book 'Effective Internal Communication' by Lyn Smith:

According to John Smythe (2007), internal communications is now one of the main concerns of CEOs. Why is that? Because business objectives are delivered by people. By having a collaborative, co-operative and energized work force willing to give their best to the organization, it is much more likely to be successful. However, along with this dream comes another side to the bargain. It is the job of the CEO, indeed of all good managers to provide an environment where people feel listened to, valued and respected. Where they feel their investment of time, personal commitment, good will and intellectual and physical capital is recognized and rewarded. The moral contract on both sides is as powerful, if not more powerful than the written one.

Head Master & His Effect On Corporate Communications

How do I bring a semblance of order in the chaotic world of Corporate Communications? For a 'service-oriented' function that Corporate Communications is, how can a rigid 'standard operating procedure' for all communications help in meeting its objectives?

I would like to consider promoting an organization's brand among all the stakeholders as the corporate communications team's primary function. Can I then stand up and say, "Send me the brochure content in a specified template, I will then ensure the document meets brand guidelines and make design / copy enhancements?" Can a Corporate Communications service be equated with that of a doctors, letting a practitioner say, "You come to me with the problem, I give you the solution. Don't tell me what the solution is?"

My contention is that, leaving personal egos aside, Corporate Communications should always remain 'service-oriented'. Discovering a customer's true problem, even if it is not articulated, is the responsibility of the Corporate Communications team. The solution and the delivery approach, suitably adjusted to the style and needs of the customer, must be well-spelt out and agreed upon. Tact and delivery skill are keys to success here.

I don't suppose one can succeed with a strict head master's approach here. I don't suppose the Corporate Communications team should use a ruler to rap non-compliant stakeholders on their knuckles.