Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
The future of corporate communications reportBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Future of Corporate Communications: Cutting Through the Noise: ReportBrunswick Insight
Broad and deep transformations are taking place in business that will redefine the communications function: how it will be structured, who will lead it, and what the focus of future communicators will be. Brunswick Insight explores views of senior European communicators on the changing landscape and roles for corporate communicators.
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Headline-grabbing scandals can cause massive damage: a deposed CEO, a replaced communications head or billions of euros lost. But how to anticipate reputational risks – or even avoid them – before a crisis hits?
Article written by Phil Riggins, a partner in Brunswick’s London office, for Communication Director magazine Issue 04/2015
http://www.communication-director.com/issues/hidden-powers/seeing-dark#.Vm_zvEqLSUk
Building an opportunity oriented reputation culture.
In order to answer questions about communications professionals’ current understanding of corporate reputation and how to build an organizational culture focused on proactive reputation building, Brunswick Insight, surveyed senior in-house European communications professionals. The results of our study suggest that the most forward-thinking organizations are positioning their entire organization to build reputation proactively.
The future of corporate communications – summary of resultsBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
2014 study from Kornferry (the world’s largest executive search firm) shows, European Chief Communications Officers’ roles are moving above and beyond traditional responsibilities.
According to the report, leadership skills have taken on more significance for CCOs over the past few years. By far, ‘understanding the business’ is the single biggest requirement for a successful CCO.
There are lots more insights on what it takes to take your career to the ultimate level in the Kornferry report.
Why not start making headway today?
Get to grips with some of the most pertinent issues in becoming a communications leader by joining us at EuroComm 2015 — where we will address these, and more strategic communications issues courtesy of leading speakers from Royal Dutch Shell, MORI, and more.
The Rising CCO V: Chief Communications Officers’ Perspectives on a Changing M...Weber Shandwick
Global executive search firm Spencer Stuart and global public relations firm Weber Shandwick partnered to release The Rising CCO V. This survey, now in its fifth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in an increasingly digitalized and media-fragmented world.
The future of corporate communications reportBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Future of Corporate Communications: Cutting Through the Noise: ReportBrunswick Insight
Broad and deep transformations are taking place in business that will redefine the communications function: how it will be structured, who will lead it, and what the focus of future communicators will be. Brunswick Insight explores views of senior European communicators on the changing landscape and roles for corporate communicators.
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Headline-grabbing scandals can cause massive damage: a deposed CEO, a replaced communications head or billions of euros lost. But how to anticipate reputational risks – or even avoid them – before a crisis hits?
Article written by Phil Riggins, a partner in Brunswick’s London office, for Communication Director magazine Issue 04/2015
http://www.communication-director.com/issues/hidden-powers/seeing-dark#.Vm_zvEqLSUk
Building an opportunity oriented reputation culture.
In order to answer questions about communications professionals’ current understanding of corporate reputation and how to build an organizational culture focused on proactive reputation building, Brunswick Insight, surveyed senior in-house European communications professionals. The results of our study suggest that the most forward-thinking organizations are positioning their entire organization to build reputation proactively.
The future of corporate communications – summary of resultsBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
2014 study from Kornferry (the world’s largest executive search firm) shows, European Chief Communications Officers’ roles are moving above and beyond traditional responsibilities.
According to the report, leadership skills have taken on more significance for CCOs over the past few years. By far, ‘understanding the business’ is the single biggest requirement for a successful CCO.
There are lots more insights on what it takes to take your career to the ultimate level in the Kornferry report.
Why not start making headway today?
Get to grips with some of the most pertinent issues in becoming a communications leader by joining us at EuroComm 2015 — where we will address these, and more strategic communications issues courtesy of leading speakers from Royal Dutch Shell, MORI, and more.
The Rising CCO V: Chief Communications Officers’ Perspectives on a Changing M...Weber Shandwick
Global executive search firm Spencer Stuart and global public relations firm Weber Shandwick partnered to release The Rising CCO V. This survey, now in its fifth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in an increasingly digitalized and media-fragmented world.
To gauge the views of senior communications professionals at 100 top organisations in EMEA, MSLGROUP developed a survey with a mixture of open and closed questions targeted to their experience in dealing with communications and reputational issues.
The shifting communications landscape – and the heightened risk to reputation – has necessitated a change in approach and a change in the structure and culture of communications teams.
How will communicators be able to use this opportunity most effectively?
Our report explores five principles for building and protecting your reputation in the “always-on” world:
• Monitor, respond and measure
• Start a content engine to sustain conversations
• Overcome cultural conservatism and engage
• Improve internal and external transparency
• Make your employees active communicators
We hope you enjoy reading it and invite you to share your feedback and tips with us @mslgroup_emea. You can also reach out to us on Twitter @msl_group.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
Established in 1953, Burson-Marsteller is a leading global public relations and communications firm. It has been based in Italy since 1982 and has operations both in Milan and Rome.
Un recente studio condotto da Burson-Marsteller ha mostrato come il messaggio che una società si propone di comunicare nel 48% dei casi si perde nel passaggio ai media. Il divario si amplia quando si tratta di messaggi aziendali e blogger.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
Corporate Communications: Can You Hear Me Now?Jevin Sackett
In earlier posts, I discussed some of the most vital skills required to be a successful Chief Executive Officer. As you may have noticed, the recurring theme in those columns—and many others that have pertained to successfully managing a growing company—was the absolutely essential need for clear and consistent corporate communications.
Empirical study exploring leadership perceptions and practices among communication professionals and PR managers (n = 1,766) in corporations, nonprofit organizations (including governmental, political, educational) and agencies. The research led by Prof. Dr. Ansgar Zerfaß (University of Leipzig) and Prof. Dr. Ulrike Röttger (University of Münster) is part of a global research project with quantitative and qualitative methods in 8 cultural regions and 23 countries. Focus and research questions: Important issues for leaders in PR and communication management - Conditions for leadership, leadership abilities and qualities - Strategies and actions implemented by leaders to deal with important issues - Development of future leaders - Personal beliefs and perceptions about leadership.
Current Research Questions in Word of Mouth CommunicationAlexander Rossmann
Word of mouth (WOM) communication, long recognized as a highly influential source of information, has taken on new importance with the proliferation of online WOM. The rise of online forums and communities has dramatically increased the scope of word of mouth marketing, allowing consumers greater access to information from subject matter experts and other key influentials who impact new purchases. Online WOM data have been widely used in the literature to examine topics such as the impact of WOM recommendations and reviews, brand community involvement, and product adoption. For all the valuable contributions made by WOM research, a lot of important questions still remain unexplored. One is delineating the preconditions for user engagement in WOM communication; another is exploring the role of WOM content and WOM context on the efficacy of WOM in general. And there is final area where research is needed, focusing on organizational capabilities firms need in order to foster the impact of WOM communication on purchasing behavior.
An overview of the 5 trends that are shaping the future of public relations, based on global industry research. Presented to the UK\'s PRCA in January 2011.
World PR Report 2014, the most comprehensive study of the global PR industry created by the International Communications Consultancy (ICCO) and The Holmes Report, includes the 250 Top PR agencies Global Rankings and data on the latest trends and issues that these and other agencies are facing worldwide.
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
Lean Communications: Process Improvement in PR and Corporate Communications U...Annie Eissler
PR and corporate communications programs are critical to the success of your business. However, there is frequently a lack of clarity around the implementation, measurement, and success of many communications programs. Some believe it’s all about having a relationship with a few reporters or sending out the occasional well-written press release, but with the
fragmentation of the media, everyone is now a consumer and producer of “media.”
Is there a way to create innovative, clutter-busting programs with focused and quantifiable business results without wasting time and money?
This paper examines the application of Lean Six Sigma in the development and improvement of communication programs by showing that the processes involved result in data that can be measured and analyzed to deliver more insightful, targeted efforts with more impactful outcomes. Innovative companies can benefit from growth, adaptability and success while enhancing their brands and reputations with the faster and better results that emerge from improved
communications programs.
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
MutualMind White Paper: Social Media ROIMutualMind
CEO and CMO's guide to social media ROI. This white paper provides a)overview of thought leadership on the topic social media ROI, b)shows how listening & engagement leads to ROI and c) provides recommendations on how to maximize impact of social media on your business
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
Sandy Nessing, AEP managing director of Sustainability and Environment, Safety and Health Strategy & Design, discussed stakeholder engagement at the National Grassroots Conference held in January 2011.
To gauge the views of senior communications professionals at 100 top organisations in EMEA, MSLGROUP developed a survey with a mixture of open and closed questions targeted to their experience in dealing with communications and reputational issues.
The shifting communications landscape – and the heightened risk to reputation – has necessitated a change in approach and a change in the structure and culture of communications teams.
How will communicators be able to use this opportunity most effectively?
Our report explores five principles for building and protecting your reputation in the “always-on” world:
• Monitor, respond and measure
• Start a content engine to sustain conversations
• Overcome cultural conservatism and engage
• Improve internal and external transparency
• Make your employees active communicators
We hope you enjoy reading it and invite you to share your feedback and tips with us @mslgroup_emea. You can also reach out to us on Twitter @msl_group.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
Established in 1953, Burson-Marsteller is a leading global public relations and communications firm. It has been based in Italy since 1982 and has operations both in Milan and Rome.
Un recente studio condotto da Burson-Marsteller ha mostrato come il messaggio che una società si propone di comunicare nel 48% dei casi si perde nel passaggio ai media. Il divario si amplia quando si tratta di messaggi aziendali e blogger.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
Corporate Communications: Can You Hear Me Now?Jevin Sackett
In earlier posts, I discussed some of the most vital skills required to be a successful Chief Executive Officer. As you may have noticed, the recurring theme in those columns—and many others that have pertained to successfully managing a growing company—was the absolutely essential need for clear and consistent corporate communications.
Empirical study exploring leadership perceptions and practices among communication professionals and PR managers (n = 1,766) in corporations, nonprofit organizations (including governmental, political, educational) and agencies. The research led by Prof. Dr. Ansgar Zerfaß (University of Leipzig) and Prof. Dr. Ulrike Röttger (University of Münster) is part of a global research project with quantitative and qualitative methods in 8 cultural regions and 23 countries. Focus and research questions: Important issues for leaders in PR and communication management - Conditions for leadership, leadership abilities and qualities - Strategies and actions implemented by leaders to deal with important issues - Development of future leaders - Personal beliefs and perceptions about leadership.
Current Research Questions in Word of Mouth CommunicationAlexander Rossmann
Word of mouth (WOM) communication, long recognized as a highly influential source of information, has taken on new importance with the proliferation of online WOM. The rise of online forums and communities has dramatically increased the scope of word of mouth marketing, allowing consumers greater access to information from subject matter experts and other key influentials who impact new purchases. Online WOM data have been widely used in the literature to examine topics such as the impact of WOM recommendations and reviews, brand community involvement, and product adoption. For all the valuable contributions made by WOM research, a lot of important questions still remain unexplored. One is delineating the preconditions for user engagement in WOM communication; another is exploring the role of WOM content and WOM context on the efficacy of WOM in general. And there is final area where research is needed, focusing on organizational capabilities firms need in order to foster the impact of WOM communication on purchasing behavior.
An overview of the 5 trends that are shaping the future of public relations, based on global industry research. Presented to the UK\'s PRCA in January 2011.
World PR Report 2014, the most comprehensive study of the global PR industry created by the International Communications Consultancy (ICCO) and The Holmes Report, includes the 250 Top PR agencies Global Rankings and data on the latest trends and issues that these and other agencies are facing worldwide.
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
Lean Communications: Process Improvement in PR and Corporate Communications U...Annie Eissler
PR and corporate communications programs are critical to the success of your business. However, there is frequently a lack of clarity around the implementation, measurement, and success of many communications programs. Some believe it’s all about having a relationship with a few reporters or sending out the occasional well-written press release, but with the
fragmentation of the media, everyone is now a consumer and producer of “media.”
Is there a way to create innovative, clutter-busting programs with focused and quantifiable business results without wasting time and money?
This paper examines the application of Lean Six Sigma in the development and improvement of communication programs by showing that the processes involved result in data that can be measured and analyzed to deliver more insightful, targeted efforts with more impactful outcomes. Innovative companies can benefit from growth, adaptability and success while enhancing their brands and reputations with the faster and better results that emerge from improved
communications programs.
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
MutualMind White Paper: Social Media ROIMutualMind
CEO and CMO's guide to social media ROI. This white paper provides a)overview of thought leadership on the topic social media ROI, b)shows how listening & engagement leads to ROI and c) provides recommendations on how to maximize impact of social media on your business
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
Sandy Nessing, AEP managing director of Sustainability and Environment, Safety and Health Strategy & Design, discussed stakeholder engagement at the National Grassroots Conference held in January 2011.
A lesson on how to conduct Stakeholder Management for a project in any industry. Project stakeholders are extremely important to project success. Knowing how to adequately management their expectations and influence on the project is very essential for the project manager.
Investors sharply reduce their post-close valuations of companies that have completed acquisitions when data breaches are revealed.
Brunswick’s third annual data valuation survey also found that investors raise their post-deal valuations for companies that have demonstrated preparation for cybersecurity issues.
The survey results, which reflect the views of 208 buy-side investors and sell-side analysts across the US, UK, Europe, and Asia, offered good news for companies taking steps to address cybersecurity issues.
For more information please contact our Washington DC office:
www.brunswickgroup.com/contact-us/washington-dc/
Make proper stakeholder management a habit. Learn more at http://www.infotech.com/research/ss/manage-stakeholder-relations.
As a CIO, you are responsible for addressing a wide variety of competing demands of many different stakeholders.
Stakeholders can be difficult to identify; it is often these hidden stakeholders that can unexpectedly derail your agenda.
Understanding which of your stakeholders are most important and determining the best way to address the needs of each one can be complex and time consuming.
Four Keys to Managing Stakeholder Expectations and Delivering ValueWorkfront
Managing stakeholder expectations is an important part of managing project-based work. If you're lucky, project stakeholders have clearly defined the value of what the successful outcome of their project might look like. Unfortunately, clearly defining the potential value of an initiative before the project has begun seems to be the exception rather than the rule in most organizations.
To help you avoid part of this trend, here are five key points to keep stakeholder expectations in check and deliver undeniable value...
Change Management Made Easier - Know Your Stakeholders: Create advocates within your organization by understanding the motivations of your internal customers.
Some of the most successful companies have one thing in common – they offer an amazing customer experience. If you’re working on improving your strategy, get inspired by these inspirational customer experience quotes.
If you find this presentation interesting, subscribe to blog.neosperience.com to stay up to date.
We’re all camping at UX Camp West, so I thought I’d use the metaphor of a tent to share with you my view on the field of User Experience. I will describe the 7 poles of the tent's structure (research, design, evaluation, implementation, business, strategy, and management) and show you some random objects that I found in its corners. It is my goal that afterwards, we can all appreciate the beauty of the big tent, and realise how we contribute to a happy stay.
Brunswick Insight Report: Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it. But there’s very little data available about what “it” is, or about the benefits and risks organizations see from engaging in new ways with groups they may not have dealt with in the past. The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line.
State of influence 2.0 by Brian Solis and TraackrBrian Solis
A groundbreaking report on the state and future of influencer marketing by Brian Solis and Traackr. What if influencer marketing was more than marketing? What if it was about the end-to-end customer or employee experience?
Welcome to a new era of marketing; an era where brands are shaped by the people who experience them. In a world where most consumers are connected, the experiences that they have and share online collectively shape their perceptions, impressions and actions. To a certain extent, all connected consumers are becoming influential in their own ways.
Influence has never been more import- ant. Every year, global communica- tions marketing firm Edelman pub- lishes its “Trust Barometer” report that captures the sentiment of trust in a variety of industries and scenarios. In its 2017 edition1, Edelman learned that the credibility of CEOs was at its lowest level ever. At the same time, the report found that trust in peers, or “a person like yourself,” is as cred- ible a source of information about a company as a technical or academic expert. Without trust, brand market- ing may fall upon skeptical, distrusting or altogether inattentive audiences.
By partnering with the right influenc- ers, or people who tell the right stories in the right context by delivering value at each step, brands can reach people through those they trust while earning trust in the process.
This research set out to investigate the emphasis companies are putting on CEM and what steps, if any, they are taking to address this area. It also aimed to measure where customer expectations currently sit with respect to how they are treated by organisations.
Public Relations Impact on Business Matters: Penn Schoen Berlandpsbsrch123
The survey carried out by Penn Schoen Berland to evaluate how Public relations impact on business matters highlights the fact that public relations firms need to become a strategic partner to their client. The global economic environment continues to adversely impact most services businesses, including public relations. Read more about this in winning knowledge section of psbresearch.in
RIM Communication PlanMGT-550 Andrea Taylor Southern New H.docxhealdkathaleen
RIM Communication Plan
MGT-550
Andrea Taylor
Southern New Hampshire University
This presentation is about RIM, a wireless solutions and mobile device company falling under scrutiny for a toxic organizational culture. After an open letter was published on the tech website BGR, RIM’s negative workplace culture was exposed including oppressed communications at all levels. The CEOs found themselves at the center of the scrutiny and this presentation is meant to demonstrate effective strategies for RIM to apply to this severe situation that could dismantle RIM within their industry and public relations.
Goals
Rebuild internal trust and civility at RIM.
Create a new open communication plan that reinstates the mission and vision of the organizational culture at RIM.
Dismantle the previous toxic attributes to the organizational culture.
Rebuild the external trust at RIM within the tech industry and with customers.
Create platforms for open communication to allow for more innovation and bring RIM back into the competition in the tech industry.
As RIM was already facing internal issues “from a dwindling market share, failed product attempts, and a sinking stock price”(Bigus, 2012, p. 6). An RIM senior executive made the decision to make the letter public due to the “culture at RIM does not allow us to speak openly without having to worry about the career-limiting effects”(Bigus, 2012, p. 5). At RIM it is more critical than ever to focus on employee engagement as the organization should be “speaking to the employee as the consumer”(Breman, 2017). Best efforts to ensure that stakeholder contributions, efforts, and overall happiness are meeting business goals and while completing their mission is a major focal point for Balsillie and Lazaridis to achieve through effective communication at all levels with all employees. To better the relationship management at RIM, more frequent face to face interaction must occur as well as more open communication throughout the workplace and through various channels such as email, surveys, anonymous feedback, and meetings to foster the relationship management on a professional and personal matter. To eliminate the limitations in relation to product development, more openness toward idea exchanges to foster the innovation and creation that RIM desperately needs to rebuild their brand. To dissolve the unenjoyable workplace issue, maintaining civility as professionals must occur and all employees must be held accountable for their performances, contributing to a positive workplace culture, and professionalism meanwhile utilizing filtering to aid responses that exhibit empathy, understanding, and informational exchanges.
Target Audience
Employees at all levels will be the main focus of internal communication.
Industry critics, publication sights/media, as well as customers will be the main focus of external communications.
The entire organization at RIM will be the focal, target audience, considering the ...
RIM Communication PlanMGT-550 Andrea Taylor Southern New H.docxmalbert5
RIM Communication Plan
MGT-550
Andrea Taylor
Southern New Hampshire University
This presentation is about RIM, a wireless solutions and mobile device company falling under scrutiny for a toxic organizational culture. After an open letter was published on the tech website BGR, RIM’s negative workplace culture was exposed including oppressed communications at all levels. The CEOs found themselves at the center of the scrutiny and this presentation is meant to demonstrate effective strategies for RIM to apply to this severe situation that could dismantle RIM within their industry and public relations.
Goals
Rebuild internal trust and civility at RIM.
Create a new open communication plan that reinstates the mission and vision of the organizational culture at RIM.
Dismantle the previous toxic attributes to the organizational culture.
Rebuild the external trust at RIM within the tech industry and with customers.
Create platforms for open communication to allow for more innovation and bring RIM back into the competition in the tech industry.
As RIM was already facing internal issues “from a dwindling market share, failed product attempts, and a sinking stock price”(Bigus, 2012, p. 6). An RIM senior executive made the decision to make the letter public due to the “culture at RIM does not allow us to speak openly without having to worry about the career-limiting effects”(Bigus, 2012, p. 5). At RIM it is more critical than ever to focus on employee engagement as the organization should be “speaking to the employee as the consumer”(Breman, 2017). Best efforts to ensure that stakeholder contributions, efforts, and overall happiness are meeting business goals and while completing their mission is a major focal point for Balsillie and Lazaridis to achieve through effective communication at all levels with all employees. To better the relationship management at RIM, more frequent face to face interaction must occur as well as more open communication throughout the workplace and through various channels such as email, surveys, anonymous feedback, and meetings to foster the relationship management on a professional and personal matter. To eliminate the limitations in relation to product development, more openness toward idea exchanges to foster the innovation and creation that RIM desperately needs to rebuild their brand. To dissolve the unenjoyable workplace issue, maintaining civility as professionals must occur and all employees must be held accountable for their performances, contributing to a positive workplace culture, and professionalism meanwhile utilizing filtering to aid responses that exhibit empathy, understanding, and informational exchanges.
Target Audience
Employees at all levels will be the main focus of internal communication.
Industry critics, publication sights/media, as well as customers will be the main focus of external communications.
The entire organization at RIM will be the focal, target audience, considering the .
The current age of hyper transparency requires more public presence of corporate managers. In today’s business world, some of the most valued behaviours include taking part in events, being accessible to the media and available in social networks, sharing new insights and trends, playing a visible role in society or featuring on the corporate video channel.
This document includes detailed percentages about different aspects that show the interdependence between CEO reputation, company reputation, and market value and it’s based on the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era, carried out by Weber Shandwick, in partnership with KRC Research, who sought to quantify the value of CEO reputation and measure the importance of CEO engagement. They conducted a survey of more than 1 700 executives that worked in companies with revenues of $500 million or more and represented 19 countries around the world.
Besides, it explains what CEO’s attitudes are more valued, what activities CEOs should do and what are the core competences for a CEO to Gain a Good Reputation.
It also talks about the perceptions of the highest executive power depending on gender. However, apart from these small differences, the reputations of male and female CEOs contribute approximately the same levels to the market value of their firms.
It ends up with some suggestions to maximize CEO's public presence and benefit corporate reputation.
Document written by Corporate Excellence – Centre for Reputation Leadership, quoting the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era prepared by Weber Shandwick in collaboration with KRC Research in in 19 countries around the world from surveys of more than 1 700 executives of companies invoicing 500 million USD or more and released on March 2015.
In this report, the Institute of Directors (IoD) has joined forces with the Chartered Institute of Public Relations (CIPR) to look at ways in which organisations can best employ public relations to ride market turbulence and ensure they are fit for the future.
You’ll find the results of our recent survey which showcases how UK directors see and use public relations. You’ll also find a raft of practical ways in which your business can utilise PR and each chapter has five top tips to get you started.
Member report - Turn - 2016 Agency Report: Bridging the Disconnect Between Cr...IAB Europe
A survey of agency professionals found that the majority of respondents said they depend on data insights to inform creative messaging, but the information isn’t always accessible. In fact, more than one in three creatives said getting the brand to share data insights is their greatest challenge to producing a successful campaign, and another third cited the same issues when communicating with media agencies. There’s a disconnect between creatives and data -- both in terms of knowledge and access.
Believing is seeing: As employees that believe in collaboration make better decisions for their companies and also offer a higher output. This EIU research, sponsored by BTS, explores this notion, and whether firms are leveraging collaborative techniques to improve business success. It also explores the difficulties of collaboration and the value of collaborating across functions and levels to achieve strategic alignment. It is based on a survey of 249 business leaders in North America, Europe and Asia-Pacific.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
In February 2009, Vignette conducted a survey of 200 marketing executives on the subject of Social Media. The organizations surveyed know they need to utilize Social Media on their Web sites, but most are unsure how to implement a strategy.
This presentation by Gerardo Dada, senior director of product marketing for Vignette, explores a summary of trends captured in the survey as well as a step-by-step guide to implementing a successful Social Media strategy in your organization. The presentation also includes discussion on the state of Social Media today, what Web 2.0 means for your business and key strategies for successfully implementing Social Media in your organization.
Many large companies recognize the importance of social media tools but lack the vision on how to use them in conjunction with long-term initiatives and measure their effectiveness, according to a survey conducted by Vignette Corporation (NASDAQ: VIGN) in partnership with the Marketing Leadership Roundtable and the Corporate Executive Board. The results will be discussed in a June 10 Webcast presented by Vignette.
The survey collected almost 200 responses from companies with median revenue of $333 million. Fifty percent of the respondents work at companies that have 1,000 employees or more and 62 percent come from B2B organizations.
Taming organisational complexity—start at the top examines the sources of complexity, its effects and the efforts companies have undertaken to reduce it.
The 5th Annual JOTW Strategic Communications Survey for 2022Frank Strong
5th annual survey of 483 professionals working in communications, public relations and public affairs.
This survey was a joint effort between Ned’s Job of the Week (JOTW) and Sword and the Script Media, LLC. Subscribers to both organizations were solicited to take the survey through mentions in the weekly newsletter, dedicated email requests and social media. Gini Dietrich and Karen Swim also solicited respondents from their respective communities at Spin Sucks and Solo PR Pro.
In total 483 respondents took the survey online, using Survey Monkey, from Friday, May 6, 2022, until June 14, 2022.
Survey takers were incentivized to take the survey with an offer to be entered for a chance to win one of three gift cards ($100, $50 and $25).
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Similar to Brunswick Future of Stakeholder Engagement Report February 2013 (20)
The Brunswick Group conducted an online survey among buy-side investors and sell-side analysts to understand how investors use digital media platforms to research and make an investment decision.
Digital media in this report is defined as social media platforms such as Facebook and LinkedIn, as well as online tools such as search engines.
Brunswick surveyed 150 investor and analysts across North America, Europe, the UK, and Asia between November and December of 2017. Tracking data from previous waves in 2016 and 2015 is included for comparison.
Brunswick takes a deeper look at why this election matters, the key issues that will shape Hong Kong’s future direction, and how the candidates are perceived to measure up in addressing them.
The fifth and final session of the 12th National People’s Congress concluded with no significant change in policy direction. While there were few surprises in this year’s gathering, the meetings gave a fresh view on the priorities of the administration and the implications for those operating in China.
This year’s meetings are the warm up act to the much more important 19th Party Congress at the end of this year when Xi Jinping will end his first five-year term as head of the Communist Party of China and when a number of the most senior members of the Party are expected to retire. The question is not if Xi Jinping stays for a second term (that’s a certainty), it is who will join him in the Politburo and the Standing Committee as this will influence the next five years and give early indication whether he may break with recent precedent and stay for a third term (2022-2027).
In this year’s report we look at how the Chinese authorities are seeking to balance growth, economic reform, and stability. Last year, the authorities spelled out a desire to achieve growth and reform—including drastically reducing overcapacity—while ensuring stability and enduring minimal pain. Achieving this simultaneously remains extremely challenging. This year they talked extensively about the reform agenda and its role in ensuring long-term growth, yet the importance of stability leading into the 19th Party Congress later this year is potentially even more important. “Stability is of overriding importance,” stressed Li Keqiang. Other key topics at this year’s sessions beyond ensuring reform and continued growth included a focus on job creation and poverty alleviation.
Stakeholder management in getting the deal doneBrunswick Group
It is probably a lazy truism that regulatory and political clearance has become the most challenging and unpredictable factor in executing complex, crossborder mergers and acquisitions.
This article originally appeared in DealMakers magazine
India, Singapore, Middle East and Africa – quarterly reviewBrunswick Group
This quarterly newsletter focuses on the three overarching themes impacting the region: Connectivity, Commodities and Energy, and the Rising New Middle Class. The unprecedented connectivity between these nations is enabling unprecedented movement of people, goods, services, and ideas accelerated by innovation and new technologies. Their economies are driven by commodities and energy fueling economic growth and creating future opportunity, while presenting long-term challenges from pollution to climate change.
The GCC will not be spared, as the region’s governments try to make sense of an untested leader entering at a particularly turbulent time. Yet for all of Mr Trump’s controversy, GCC governments remain tepidly optimistic about his arrival.
The following briefing, put together by our experts in the region, outlines where that optimism comes from and the hidden challenges that the region may face.
France 2017 elections – The left wing primariesBrunswick Group
There is no turning back. Now with a designated champion for the Socialist Party, the five major candidates running for the Presidency are in the starting blocks. Only three of them – Le Pen (far - right), Fillon (right) and Macron (center left), seem capable of making it to the two-person second round. The wild card Mélenchon (far-left) should however not be forgotten, as well as veteran Bayrou (center-right), who has not decided yet whether he will run. Both recent primaries have shown that in France, as elsewhere, the unexpected is likely to become the routine.
Learn more about the five main contenders.
Brunswick Paris office: www.brunswickgroup.com/contact-us/paris/
Brunswick intelligence - Brexit in perspectiveBrunswick Group
Europe is edging closer to an event once unthinkable in post-war politics – the possible retreat of arguably the continent’s greatest triumph. With the unilateral triggering of Article 50, expected in March 2017, the United Kingdom would present itself as the first Member State to declare its intention to withdraw membership of the European Union.
An inside view from Brussels.
Perceptions of Chinese businesses going globalBrunswick Group
In 2016, China has surpassed all other countries in cross-border M&A. Yet, this unprecedented level of investment is not without its challenges. Nearly one in ten attempted acquisitions by Chinese companies fail.
In Brunswick’s report, “Deals, Dreams & Doubts,” we go beyond the traditional deal volume and deal value data to understand the perceptions of those with a stake in Chinese outbound investment from Chinese business leaders to opinion elites. We surveyed 1,600 top decision makers in China and three of the top markets for Chinese outbound investment – the United States, the United Kingdom and Germany – to gain an insight into what drives the decision to invest and what impacts the decision to approve or reject investments by Chinese companies.
Infographic - Perceptions of Chinese businesses going globalBrunswick Group
Brunswick surveyed 1,600 top decision makers in China and three of the top markets for Chinese outbound investment – the United States, the United Kingdom and Germany – to gain an insight into what drives the decision to invest and what impacts the decision to approve or reject investments by Chinese companies.
Perceptions of Chinese businesses going global - ChineseBrunswick Group
In 2016, China has surpassed all other countries in cross-border M&A. Yet, this unprecedented level of investment is not without its challenges. Nearly one in ten attempted acquisitions by Chinese companies fail.
In Brunswick’s report, “Deals, Dreams & Doubts,” we go beyond the traditional deal volume and deal value data to understand the perceptions of those with a stake in Chinese outbound investment from Chinese business leaders to opinion elites. We surveyed 1,600 top decision makers in China and three of the top markets for Chinese outbound investment – the United States, the United Kingdom and Germany – to gain an insight into what drives the decision to invest and what impacts the decision to approve or reject investments by Chinese companies.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.