This article examines the emerging figure of Organisational Influencers (OIs) as internal actors who shape communication, innovation, and change in contemporary organisations. While research on external social influencers is extensive, the communicative role and strategic contribution of OIs within organisations remains underexplored. Drawing on Grounded Theory, we conducted semi-structured interviews with managers and HR/marketing leaders from large public and private organisations across multiple sectors. The analysis yields a theoretical–explanatory model that clarifies (1) the attributes that characterise OIs, (2) their role in internal strategy and communication, and (3) the internal and external factors that condition the value they create. Findings show that OIs are distinguished by soft skills—especially communication, leadership, empathy, and active listening—while professional expertise and digital skills are enabling but not sufficient. OIs operate as networked communicators who translate managerial intent into locally meaningful messages, foster trust and engagement, and support cultural change and organisational adaptation.
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