Anne Gregory´s and Ronel Rensburg´s presentation at WPRF2010


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Anne Gregory´s and Ronel Rensburg´s presentation at World Public Relations Forum.

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Anne Gregory´s and Ronel Rensburg´s presentation at WPRF2010

  1. 1. World Public Relations Forum New world, new challenges: what and how will communicators contribute - governance and management Professors Anne Gregory and Ronel Rensburg
  2. 2. Plan for the session explore the phenomenon called “governance” and the debate around it revisit management debate the “space” of the communication professional in governance and management inject a little controversy... …..and we need your input
  3. 3. What is corporate governance? Corporate governance is concerned with holding the balance between economic and social goals and between individual and communal goals … the aim is to align as nearly as possible the interests of individuals, corporations and society. Sir Adrian Cadbury, Corporate Governance Overview, 1999 World Bank
  4. 4. Business as “unusual” changes in the current business environment forces an evaluation of the direction in which communication management as a practice and academic discipline is developing …..globally the most important issue that communication professionals will have to manage is the imperative of non-financial information in corporate accounting and reporting non-financial disclosure addresses a wide range of issues and interests. Organisations responding to the needs and demands of the capital markets and society-based institutions, are now reporting in greater depth on non- financial issues (King Report)
  5. 5. The triple bottom-line The most important non-financial issue will be the triple bottom line, which embraces the economic, environmental and social aspects of an organization’s activities: The economic aspect involves the well-known financial aspects as well as the non-financial ones relevant to that organization’s business. The environmental aspects include the effect on the environment of the product or services produced by the organization. The social aspects embrace values, ethics and the reciprocal relationships with stakeholders other than just the shareowners.
  6. 6. Communication management in sustainability Sustainable development Organisational sustainability Continuous improvement Becoming the change we would like to see in the world Sustaining the theory, research and practice of communication management
  7. 7. Governance: the debate so far Organizations operating under the stakeholder governance model empower their board members, elected officials and non-profit organization leaders, to be directly responsible for deciding and implementing stakeholder relationship policies
  8. 8. Governance and the organisation the communicative organization requires timely information, knowledge and understanding of economic, social, environmental and legal developments, as well as of its stakeholders’ expectations ….. to promptly identify and deal with the opportunities and risks that can impact the organization’s direction, action and communication
  9. 9. What does this mean for public relations/communication management professionals? participating in defining organisational values, principles, strategies, policies and processes applying social networking, research skills and tools to interpret stakeholders’ and society’s expectations as a basis for decisions. delivering timely analysis and recommendations for an effective governance of stakeholder relationships by enhancing transparency, trustworthy behaviour, authentic and verifiable representation, thus sustaining the organization’s “licence to operate” creating an internal listening culture, an open system that allows the organisation to anticipate, adapt and respond.
  10. 10. From management to leadership “The difference between mere management and true leadership is communication” Sir Winston Churchill
  11. 11. Management: starting at the beginning Management: the responsibility delegated by board to senior executives for getting people to work together to achieve the organisation’s strategic goals in an effective and timely manner. In classical terms management involves planning, organising, resourcing, leading/directing and controlling.
  12. 12. Thoughts along the way organisational value is created through the quality of relationships among network members - the educative, consultative, contextual role (Muzi Falconi) framing, developing and affirming the identity (what it is), the image (what stakeholders think) and reputation (what stakeholders say) of the organization – stakeholder and contextual research (Muzi Falconi) The communicative competence of the whole organisation is an imperative which PR/Comms must lead (Hamrefors) The reflective strategist: outside perspectives in, stakeholder advocate, issues manager, social responsibility (Steyn) Mediating the whole organisation through the communication lens (Invernizzi) Communicative or communicating? (Rensburg)
  13. 13. Where we are now… The communicative organisation acts on the principle that it is in the organisation's interest to be sensitive to the legitimate concerns of stakeholders, balanced with wider societal expectations. This requires listening before making strategic and operational decisions
  14. 14. Public relations and communication management professionals… inform and shape two-way communication capability communicate the value of the organisation’s products/services and relationships with stakeholders… creating, consolidating and developing its financial, legal, relational and operational capital help to solve organisational issues and lead on stakeholder relationships
  15. 15. Over to you! In your groups, 10 minutes discussion and then your contributions please. Half table to talk about governance and half about management perspectives. What are the differences and the links between them?
  16. 16. Other things to think about. The big picture issues Organisational governance and social responsibility The issue of trust and how to restore it A new employee compact Global shifts in power What’s next in innovation? Empowered stakeholders
  17. 17. Other things to think about What does this mean for the practitioner role? How and where can we add value to our organisations in the future? If we are to be ready for the task what new capabilities will we need to acquire? Should we move away from the terminology of “Public Relations”? Should the term “publics” be substituted by the term “stakeholders”?
  18. 18. Over to you! What other Big picture issues do we need to consider? What value can we add to our organisations? What new capabilities will we need? 10 minutes please
  19. 19. Some thoughts: a pyramid of roles Society Corporate Value Chain Functional
  20. 20. Embedding responsibility where it lies Board Executive Society Corporate ORGANISATION Exec/Functional Heads/Comms Comms function Value chain Operational plans etc
  21. 21. Practitioner capabilities New priorities and skills for which the Chief Communications Officer must now assume a leadership role : translating the political, economic and social environment for the organization defining and instilling organisational values building and managing stakeholder relationships enabling the enterprise with “new media” skills and tools informing and managing corporate reputation building and managing trust, in all its dimensions.
  22. 22. Practitioner competencies Strategy and Action People skills Takes a strategic/long Understands others term view Leads and supports Investigates and analyses Persuades and Makes decisions and acts influences Involved in policymaking Consults and involves Personal characteristics Manages strategic Responsibility for alliances and standards/ethical partnerships Positive outlook Personal communication Prepares thoroughly Networks “Energy” Communicates Listens
  23. 23. Your final thoughts?
  24. 24. Thank you! “public sentiment is everything….. with it nothing can fail: without it nothing can succeed” Abraham Lincoln