Internal communications are a vital function for any organisation, especially large ones, yet they are often overlooked and underestimated, believe digital solutions specialists RedCore.
“Our job is not just to report news, but to form attitudes towards the company, increase employee engagement, strengthen culture and values and support the development of informal leaders and expertise within teams,” affirms RedCore Head of Corporate Culture Yelizaveta Suleimanova.
In this expansive and compelling interview with iGamingFuture, Yelizaveta reveals the full potential behind the power of successful company communications; how it can unite specialists from different countries around a single core, maintain a balance between high-performance and well-being. And boost both business efficiency and company culture.
We began by asking Yelizaveta:
What does Internal Communications in business mean to you? Is it a strategic or tactical tool?
“I think that internal communication today is not just about informing, but about creating a lively dialogue between the company and specialists that helps retain, develop and reinforce talent.
“At RedCore, internal communications are about corporate culture: Accurate, targeted communication and engaging activities built around our values, trust and partnership.
“For a business that scales as quickly as ours, this is not a ‘nice-to-have’ but a strategic asset.
“Our specialists work in different countries and choose different work formats for themselves.
“To keep everyone on the same page, we need clear rules, a unified information field and regular synchronisation. Otherwise, mistakes and conflicts will increase and processes will be duplicated.
“Internal communications have shifted from ‘informing’ to managing understanding and trust. It is important for people not only to know what is happening, but also why, what it means for them personally and how they can influence it.
“Today, internal communications bring together specialists from different countries around a single core consisting of values, corporate culture and atmosphere.”
Last year, your business group went through a transformation. Global changes are always a stressful period for specialists. How does the internal communications function help navigate such periods?
“During the transformation of our business group in 2025, one of the key tasks was to support all RedCore specialists.
“My team did not just maintain a steady flow of communications; it also helped make the changes understandable, transparent and predictable for people.
“We supported key stages of the transformation, launched a training course for the new working model and reinforced the principles that guide the development of the business group.
“Just imagine the scale of our work: Over the past year, we have released 4,000 publications and launched 20 new formats.
“Our specialists feel constant support from the business group because our values are not just words on paper.
“They are manifested in specific actions: In every decision and in how we work every day, in open and honest communication, in the development of leaders, in strengthening the expertise of our professionals, in real support for teams and in the clear prioritisation of tasks that lead to measurable results.”
What role does internal communication play in striking a balance between a high-performance culture and maintaining well-being?
“Well-being is not a standalone activity but the result of the environment: Predictability, respect for focus, clear priorities and the opportunity to be heard. Internal communications help maintain a balance between high performance and well-being when they provide people with clarity, support and a sense of control.
“First, we reduce uncertainty: We explain the context of decisions, priorities and expectations, translate changes into clear terms and create platforms for questions. This reduces anxiety and information noise, freeing up the team’s energy for work.
“Second, we support a culture of results through recognition and values. The corporate platform operates with achievements and internal value points: Colleagues and managers recognise each other’s contributions and value-based quests increase engagement, making the contributions of specialists visible.
“And third, we build a sustainable environment through regular support formats: Sessions with a psychologist, sports marathons, well-being webinars, courses, and communication support for key changes.
“Recently, for example, roughly 10 percent of the RedCore brands’ teams took part in the sports marathon, with all specialists divided into 31 teams and performing exercises, earning points and competing for victory over the course of 13-days. The winning teams took home the cup and commemorative T-shirts.
“As for the well-being webinars, we held five webinars in three languages covering the topics of stress resistance, focus on results, the ability to relax and violence-free communication. Almost all participants (97 percent) noted that the content was interesting and truly useful to them.
“As a result, people understand where we’re going, understand the significance of their role and receive support, which allows them to maintain high standards without burning out.
“While we expect high performance from our colleagues, we remember to create conditions for them that make them want to grow and achieve more.”
What are the most common mistakes companies make when they underestimate internal communications, and what are the principles underlying the internal communication system at RedCore?
“The most common mistake is that internal communications is often seen as a supporting service within another department, rather than being recognised as a separate stream.
“When companies undervalue internal communications and treat it as a ‘small part of something’, it limits its almost limitless potential.
“In terms of the principles, our team works according to business logic: It measures reach, conversion into actions and satisfaction levels.
“Communications build on an omnichannel approach – through a corporate platform, messengers, blogs and bots that help segment news and reduce information noise.
“Our main focus is to listen to our people and understand what content is really important to them, what information is lacking and what formats work best. At the same time, we communicate the company’s expectations so that specialists clearly understand where we are going, how and at what speed.
“We publish regular news digests that are not just a collection of dry facts. We make them lively and useful: We add interviews, reports from conferences and corporate events, stories about specialists’ hobbies, recommendations on mental health and even memes to maintain the overall flow and engagement.
“Our CEO also regularly writes a blog to reveal more about the business group’s strategy and expectations, sharing his expertise, explaining key decisions and highlighting the areas we focus on in our work.”
What internal communication formats and tools help you build and strengthen the community within the business group?
“Our digital formats enable us to discuss strategy, culture and plans in a lively manner through reports, interviews with top managers and comments from specialists.
“To ensure that the culture is people-oriented rather than consumptive, we are developing a strong community, releasing videos and podcasts, holding webinars on well-being, organising sports marathons and launching interest clubs.
“A special focus goes to the corporate platform, which has become a real hub for our community. At internal communications, we dedicate a month to a single topic and explore it not only in theory but also interactively.
“For example, RedCore Day is the last Thursday of the month, when we launch a quest: It helps to summarise the knowledge gained during the month, complete gamified tasks and earn valuable internal points that can be exchanged for different kinds of valuables.
“And we went even further and created an interactive city – RedCore Town.
“This brings the team together online, and clearly shows the scale of the business group. It is also where we hold our biggest quests, such as on the business group’s birthday and major celebrations.
“On New Year’s Eve, the business group brand’s specialists completed more than 10,000 quests. Specialists of different levels of seniority enjoyed learning more about the traditions of specialists from different countries, guessing New Year’s melodies and even cutting out snowflakes.”
Over the last decade, the understanding of internal communications and their role in business has changed significantly. What can we expect in the next 10-years?
“We are currently facing clip thinking and competition for attention (read a digest or watch reels). It is important for specialists to receive information quickly and smoothly, which is why we work with different formats.
“We compress and optimise content, package it in familiar fast formats (e.g., Instagram carousels, videos) and enable interaction with it through interactive features.
“Looking ahead, internal communications as a whole will increasingly move towards AI and automation to eliminate routine tasks.
“We have already integrated this approach: Manual tasks are handled by bots, giving the team more space for creativity, insight and meaningful dialogue.
“We will also focus more on developing internal ambassadors and informal leaders, as we’ve found they become a reliable support during times of change and help maintain team motivation.
“This year, we actively promoted this approach, resulting in high engagement, direct support for business goals through clear priorities, and synchronising our people with the business direction.”
Editor’s Note:
Internal communications help strengthen company culture and employee well-being, going far beyond simply sharing news.
At RedCore, they are used to encourage dialogue, build trust and fortify connections between teams often working in different countries and settings.
According to Yelizaveta, when comms are clear, consistent and engaging, this doesn’t just drop the rate of errors, but also ensures that employees are aligned with business goals, feel supported and have ownership.
During periods of transition, this function becomes even more vital, informing and guiding teams through change by providing training and ensuring clarity across the board.
So what strategies work best in practice?
In Yelizaveta’s extensive experience, it is not humdrum or lacklustre content, but interactive platforms, gamified initiatives and community-building activities that bring RedCore’s culture to life.
The key takeaway here is that companies not focused on strong internal comms are missing a crucial trick that can help them scale while maintaining a strong sense of culture and keeping their employees engaged.
