Case 6
Context Amid judicial recovery and the Lava Jato impact, the company was forced to internalize previously outsourced functions, including editorial projects and internal communications, with a drastically reduced budget and no possibility of hiring external agencies.
Challenge To maintain communicational continuity, strengthen belonging, and sustain institutional presence under severe operational and financial constraints — without compromising delivery quality or internal audience engagement.
Approach The corporate communications function began executing internally activities previously delegated to agencies. A core part of this effort was editorial production, with maintenance and evolution of materials such as the biweekly internal newspaper — used to reinforce employee protagonism and rebuild internal bonds during a period of uncertainty.
Deliverables · Biweekly internal newspaper editing and production · Intranet reformulation with 6 segmented editorial sections · Internal communications by audience and hierarchy · Endomarketing materials · Belonging narrative reinforcement
Impact Over 18 months of severe operational constraints, editorial production was entirely internalized — with no external agencies. Five internal communication channels were maintained and evolved simultaneously, including a biweekly newspaper, a reformulated intranet with six editorial sections, and audience- and hierarchy-targeted communications. Editorial production ceased to be support and began to operate as institutional continuity infrastructure — sustaining belonging and internal coherence through one of the company's most adverse periods.
Engineering and infrastructure firm with corporate communications entirely internalized due to budget constraints, operating without external agencies during judicial recovery. Brazil — 2016
