Which Communications and Advocacy tasks to delegate to AI, such as first-draft posts, media digests and scheduling, and which never to hand over, including crisis response, policy positions and sensitive press contact.
Three playbooks in, and Communications and Advocacy raises a question the previous two departments did not have to answer quite so sharply: what happens once the mistake is published. Finance can catch an error before the payment clears. HR can correct a bad process before the next hire. Comms publishes into public view, and the moment something goes out under the organisation's name, taking it back is rarely as simple as deleting the post.
This piece sorts the department's real work the same way as the last two: what is genuinely worth delegating, and what never should be, once you take seriously that a comms mistake is a public one.
Communications and Advocacy lives on drafting social media posts and newsletters, monitoring media coverage and social sentiment, translating technical or policy content for public audiences, coordinating with journalists and partner organisations, and taking positions on the issues the organisation campaigns on. Most of it is drafting and aggregation against messaging that has already been agreed. A narrow but consequential slice of it is the moment the organisation's name is attached to a public statement, or a relationship with an external party is handled with judgement a tool cannot supply.
A tool can draft the message. It cannot decide what the organisation stands for.
Finance and HR both carry real consequences for getting delegation wrong, but an internal error usually stays inside the organisation long enough to be corrected before anyone outside notices. Comms does not get that grace period: the moment a post, statement or reply is public, the organisation is answering for it in real time, in front of the audience it was trying to reach. Refusing to delegate anything, out of fear of exactly this, leaves comms staff drowning in drafting and scheduling that never needed a human judgement call. The honest answer is that the line here is drawn around publication and public commitment, not around effort: drafting and aggregating carries no exposure by itself, and the exposure only starts at the point something is said in the organisation's name to an audience it cannot un-hear it from.
Delegate the drafting, aggregation, and scheduling that produces no public commitment by itself; never delegate a crisis response, a policy position, or a sensitive direct exchange with an external stakeholder.
No external statistic cited; this article presents an internal department playbook rather than third-party evidence.
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