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The Global CCO

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The Global CCO es un programa de formación para directivos de comunicación y gestión de intangibles en empresas e instituciones públicas, promovido por Esade Business School y Corporate Excellence, en …

The Global CCO es un programa de formación para directivos de comunicación y gestión de intangibles en empresas e instituciones públicas, promovido por Esade Business School y Corporate Excellence, en colaboración con Georgetown University y Columbia University.

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  • 1. The Global CCO The Global Chief Communications OfficerWashington, D.C. New York Madrid Georgetown University, Washington, D.C. Columbia University, New York ESADE Business School, Madrid Global CCO 1
  • 2. The Global CCO The Global Chief Communications Officer2 Global CCO
  • 3. The Global CCO is a senior management program designed in partnership by two leadinginstitutions – ESADE Business School and Corporate Excellence–Centre for ReputationLeadership. It is focussed on the most critical topics to improve the knowledge and the skillsof the Global Chief Communications Officer (Global CCO). This new position represents theupdate of the traditional management communication role by incorporating the publicagenda, the management of intangible assets, and leadership, among others. Global CCO 3
  • 4. Message from the Program Directors • What Makes Corporate Communications Officers Successful? • In a social environment where society expects companies to play a greater role in the management of the most relevant challenges affecting citizens, the Chief Communications Officer should guarantee that his or her organisation is conscious of the importance of managing these expectations, and the impact appropriate management of the agendas shared between business and public administration. • This program, The Global CCO (The Global Chief Communication Officer), is a unique opportunity for professionals in charge of communications and management of intangible assets to strengthen their skills and develop the needed knowledge to successfully confront the new “reputation economy”. In this new environment, excellent management of reputation, corporate bran, communications, public affairs and metrics are key skills to success as a Chief Communications Officer. The CCO should help companies and institutions in the “reputation economy” offering a real vision of the future. This has some implications: • Consolidate brand and corporate reputation management as essential levers to achieve excellence and Company differentiation. • Strengthen brand and reputation as key intangible assets to create strategic competitive advantages. • Strengthen brand and reputation as key intangible assets and resources in business results and establish the indicators for their measurement. • Show the financial return on the company’s intangible assets, and establishing the indicators for their measurement.4 Global CCO
  • 5. • Develop a management model based on relationships with stakeholders.• Contribute to the recovery of trust among people regarding companies and public administrations.• We have designed an innovative program based on the most recent research carried out by Corporate Excellence – Centre for Reputation Leadership on “What makes a Chief communications Officer Excellent” *. The program combines rigour and outstanding academic knowledge with the most advanced business experiences. It involves a Final Project, THE SOLIDARITY PROJECT where participants are required to provide some selected NGO´s with a project designed to give solutions to a specific problem.• It is a program led by ESADE Business School and Corporate Excellence – Centre for Reputation Leadership, in collaboration with Georgetown University and Columbia University.Josep M. Oroval Ángel AllozaLecturer at the Department of Marketing Management – ESADE CEO – Corporate Excellence –Director of the ESADE Brand Institute Centre for Reputation Leadership* “What Makes a Chief Communications Officer Excellent, a study aimed at elaborating understanding the drivers and nature of excellence Of Chief Communications Officers”, 2013. Research carried out by CE, directed by Prof. Cees Van Riel, and Drs. Marijke Bauman, RSM Erasmus University. Global CCO 5
  • 6. The Alliance GLOBAL POSITIONING The Global CCO combines the interdisciplinary teaching strengths of Corporate Excellence - Centre for Reputation Leadership and ESADE Business School. Corporate Excellence – Centre for Reputation Leadership (CE) Major Spanish corporations have joined together to launch a center of excellence, the Corporate Excellence - Centre for Reputation Leadership (CE), a think tank to promote corporate brand and reputation management as a strategic driver for business excellence. Goals: • To consolidate brand and reputation management as a strategic driver to achieve business excellence. • To introduce the role of a Chief Communications Officer (CCO) as a strategic role within the company, to add value to the organization. • To show the financial return on the company’s intangible assets. • Creation of strategic alliances in order to support the relevance of reputation, as an essential element of business management.6 Global CCO
  • 7. ESADE Business SchoolWith more than half a century of experience, ESADE’s founding imprint reveals an identity that has stronglyinspired the institution’s focus, allowing it to contribute to society in a significant and innovative manner.Through training, research and social debate, ESADE has contributed, and will continue to contribute to:• Promoting an open vision of management, involving diverse organizations: companies, public authorities and non-profits.• Advancing the process of modernizing the Spanish economy and its successful internationalization over the last few decades.• Reinforcing innovation and enterprise, training entrepreneurs capable of implementing innovative and sustainable business models.• Teaching and promoting corporate social responsibility, combining the perspective of professional competence with a vision of leadership as a service and commitment to society. Global CCO 7
  • 8. The Program Modular 3 week program 4 days per week Washington, D.C. New York Madrid Georgetown University Columbia University ESADE Business School Geopolitics. Building on Knowledge What makes a Chief The role of the Company. Communications Officer Communication and Starter Excellent8 Global CCO
  • 9. MODULE 1 Geopolitics. The role of the company. Communication and Starter Learning how to read the social and business context. Understanding geopolitics, lobbying, business models in order to improve Company’s overall strategy. Washington D.C. is the place to be to address all these aspects.Washington, D.C.Learning how to read the social and business Communications and lobbying management.context. The CCO as the “interface” between Company Gathering and bringing to the Company key informationand Society; the CCO is the “eyes and ears” of the to decrease uncertainty. Deep knowledge about the rulesorganization. Connecting Companies with reality, citizens of key international boddies such as Mercosur, G20,and regulators expectations. WTO, World Bank, etc.Business – Government Relationships. The “non- Major issues on public agendas of politicians,market strategy” and market strategy need to be entrepreneurs and international organizations.managed in a complementary manner. Political economy Political communication as a source of learning-“who influences whom”- . Learning how to speak the and benchmarking: Communications management inlanguage of politicians and civil servants. politics, multilateral organizations and institutions. StoryUnderstanding Geopolitics. Learning how to implement telling and Corporate Communications Framework.business internationalization processes. Doing business Building and mantaining relationships with keyin emerging countries. Rule of Law. Geopolitical risks and stakolders and opinion leaders. Strong sense oflarge corporations. developments in the political environment. Global CCO 9
  • 10. MODULE 2 Building on Knowledge Communications and Reputation Management, brand and communications appraoches and trends. Digital marketing and communications strategies. Media relations, earned media and new corporate-media business models. New York Communications and reputation management. Digital marketing and communications strategies. Connecting the strategic vision to implementation. How From mass communications to customer networks: communications serve as the tool to execute Company’s rethinking the media paradigm. The journey from business model and corporate strategy. Reputation persuasion to advocacy and sharing beliefs and values measurement, management , value creation and risk with your stakeholders. mitigation. Media relations, earned media, and new corporate- Brand and communications approaches and trends. media business models. Every company must think The branding process, brand experience, internal and deliver like a media company. The radical changing branding. Brand and communications innovation. dynamics of media-corporate partnership.10 Global CCO
  • 11. MODULE 3 What makes a Chief Communications Officer Excellent The 20 drivers of excellence. How to be part of the internal dominant coalition. How to lead the external dominant coalition. How to become an “agent” of Company’s transformation. Giving advisory support to the CEO and C-Suite. Personal capacities, skills and leadership.MadridWhat makes a Chief Communications Officer Excellent. Mastering analytics and metrics related to businessThe 20 drivers of excellence. The typology of CCO excellence, creation. How to measure intangible assets and implement4 categories of CCO fitting into the Company’s requirements. KPIs in communications, brand and reputation to achieve strategic goals.How to be part of the internal dominant coalition.Building across-function platforms with other C-Suite Skills, personality, leadership style. Leadership applieddirectors, supporting organizational stakes in a diplomatic to participants. Self-knowledge. Both personal andway. professional skills and style.How to become an agent of change. How to lead and Present and future role and organization chart of thesupport large scale organizational change projects. Building CRO. New organizational models. Best practices.coalitions with business units.Trusted advisory support to the CEO and C-Suite.Strategists that know the business and its social context.Protecting and enhancing CEO’s and C-Suite reputation. Global CCO 11
  • 12. Solidarity Project GOALS • A program aimed at senior professionals in the Communications field cannot simply impart knowledge. It is also an excellent opportunity to collaborate and share experiences among all participants who work in groups in a “real” exercise from a different perspective to that of their usual business reality: applying their talent and experience to a “good cause”. • This is the philosophy we want to reinforce through the Solidarity Project: to give all participants the opportunity to implement their knowledge and skills in a case or problem of a real nonprofit organization, working as consultants in corporate brand strategy and communications for some selected NGOs for the Global CCO Program.12 Global CCO
  • 13. Special Program Features• Strengthen professional skills and personal development for the role of communication and reputation management and advice to senior management.• Acquire a global perspective and thorough knowledge of social reality and the major challenges facing the world and help shape the role of business in these global public agendas.• Develop the knowledge and personal skills to help organizations build sustainable perceived differentiation, strengthen relationships and align the organization with key stakeholders.• Reinforce the understanding of how communication, brand and reputation contribute to the continuous transformation and improvement of organizations; the need to develop metrics to support such contribution.• Understand the challenges of leadership, the importance of values, responsibility, integrity and ethics.• Innovate and manage the future of communications. Management of intangible assets: new strategies to approach stakeholders, new technologies, content, communications framework, storytelling and new way of relationships with the media (half earned).• Effectively connect to the CE communications community world wide. Global CCO 13
  • 14. Participants Communications, public relations, brand, reputation, public affairs managers and directors who want to improve their skills for the new role of Chief Communications Officer representing the future of the traditional role of managing communications and intangible assets in companies and institutions. Learning Model DYNAMIC LEARNING INTERACTION • Presentation and in-depth conceptual explanation of The key element of this learning model is undoubtedly the subjects by program faculty. the participants themselves. By exchanging experiences, they enrich the knowledge acquired both in and outside • Analysis of examples and real life situations, with of the classroom. practical application. Participant selection, group discussions, and working • Application of concepts through case studies and lunches are designed to promote dynamic exchange and group work. knowledge sharing among peers from different functional • Approach to the design and implementation of areas and business sectors. Participants establish strategy as well as the development of a more relationships with other managers and executives who competitive approach through several simple models. face similar challenges and, in doing so, create a network • Extensive in-site visits and meetings with selected of contacts that lasts well beyond the Program. Companies, Consultancy Firms and Institutions14 Global CCO
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  • 16. Typical Module Chart The Global Chief Communications Officer Module 2 – Columbia Business School: Building on Knowledge Location: New York City Monday Tuesday Wednesday Thursday Election 2012: Lessons for Program Overview The Branding Process Digital: Measurement & Analytics Communications Practice The Strategic Communication Changing Dynamics or Media- Evaluating Emerging Building Brand Identity Imperative Corporate Partnership Technologies & Oportunities Break • Rethinking the Media Paradigm Customer Experience • Five Communications Innovative Tools for Reaching Reputation Management & Risk Management Strategies for Customer Influences Networks Lunch • Developing customer network The Corporation’s Responsibility Leading Participation in Business Visiting companies strategies to Key Constituents & Social Issues • Lessons from Brand Failures in Digital Communications Break • Best Practces for Brands on Social Networks Building Corproate Content A New Model for Corporate Care Innovation in communication • Digital & the Organization: Platforms Silos, culture, skill sets, and who leads. The Global CCO Module 2: Group Work Big Think: Innovative Strategies Group Work Closing session16 Global CCO
  • 17. CONTACTS ESADE Business School Ms. Rocío Medina Product Manager Mateo Inurria, 25-27 28036 Madrid, Spain Phone +34 913 597 714 rocio.medina@esade.edu www.exed.esade.edu Corporate Excellence – Centre for Reputation Leadership Ms. Anna Ramzina Sagasta, 27 3º izq. B 28004 Madrid, SpainPlease note: program, faculty, venue, dates, and fees are subject to change. Phone +34 914 451 818ESADE Business School and Corporate Excellence - Centre for ReputationLeadership also reserve the right to cancel this program if in their view the anna.ramzina@corporateexcellence.orgcircumstances required for its successful completion do not apply. www.corporateexcellence.org Global CCO 17
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