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When COVID hit, Skyscanner's business "evaporated overnight" - and in the scramble to rebuild, the company nearly talked itself out of its own personality, leaning so hard into the numbers that culture started to look like a liability instead of a superpower.
Andrew Borthwick, Global Head of Internal Communications, tells the refreshingly candid story of how the team clawed belief back: swapping dense, corporate exec-speak for messages people would actually read, turning "Ask Me Anything" into more than an exec-travel afterthought, and throwing a 500-person global hackathon just to remind everyone that Skyscanner is still allowed to have fun and break things.
It worked - engagement hit 82% and belief in the vision jumped 23 points - but Andrew's real punchline is that comms teams shouldn't just carry the strategy memo, they should be the ones brave enough to say "that message isn't landing, let's try something weirder."
