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  1. 1. EuroB| og International Research Symposium 2007 Ghent, Belgium, March 16-17th, 2007 Electronic Communications within European Companies and Organisations: New Levers to Track and Facilitate Culture Frank Martin Hein Communications Director, lnternat. Association of Business Communicators, EME Managing Director, Executive Communication Services, Berlin
  2. 2. Summary 1. The corporate agenda is driven by change. 2. Perceived cultural inconsistencies in dealing with change are increasingly addressed via the individual use of electronic media. 3. Corporate Communication functions should facilitate an electronic infrastructure both for institutional and individual exchange and strive to minimize cultural inconsistencies. © Frank Martin Hein 2007 frnh@imhein. com +49 173 640 2777 httpzl/ www. tmhein. com Seite 2
  3. 3. 1. The Corporate agenda is increasingly driven by change Main drivers: - Economical: Globalization drives competition, acquisitions, mergers - Technical: Pervasive use of IT, networks - Social: Lack of trust in authorities due to seamless information - Psychological: Uncertainty regarding jobs, processes, leaders Main consequences for CEO‘s (IBM 2004/06 CEO Studies): - Pressure for revenue growth (>80°/0) - Differentiation by improved quality (>70%). new products/ services (65%) - Cost reduction via operational improvements (>80°/0) - Business model innovation - Collaboration, access to information across internal and external walls © Frank Martin Hein 2007 frnh@frnhein. com +49 173 640 2777 http: //www. fmhein. com Selte 3
  4. 4. 2. Corporate culture reflects and shapes the attitude towards change Kotter/ Heskett (1992): — leadership = change — Adaptive cultures most successful Denison und Neale (1997): - Mission - Adaptability - Involvement — Consistency Schein (2004): — Survival, growth, adaption to environment — Provide purpose, integrate people, organize regular operation — External adaption, internal integration © Frank Martin Hein 2007 frnh@fmhoin. com +49 173 640 2777 http: IIwww. tmhein. com Seito 4
  5. 5. 3. The Perception of change differs with the individual‘s position in a company Change 100% Culture Mindset Processes Systems Contracts Time Start © Frank Martin Hein 2007 fmh@tmhein. com +49 173 640 2777 http: //www. fmhoin. com Seite 5
  6. 6. 4. Corporate leaders own the institutional communication of change Change 100% fir-iduals Teams _llL‘1iT| 'E[| >ll it YOllI| lll| I|llo. *3|tT| )I V Units Divisions Start © Frank Martin I-lein 2007 tmh@fmhein. com +49 173 640 2777 http: //www. tmhein. com Seite 6
  7. 7. 5. Employees perceiving an information gap engage in individual communication Change . ——a 100% Teams ":41 lsltvm gm R1 Individuals Time Start © Frank Martin I-lein 2007 tmh@fmhein. com +49 173 640 2777 http: //www. tmhein. com Seite 7
  8. 8. 6. Perceived deficits in all institutional communication triggers individual efforts Employee perception about Internal Integration of communication: about _ External institutional i".5m'. ‘“. '°na' Adaption + Individual Triiirclsszl © Frank Martin I-lain 2007 frnh@frnhein. oom +49 173 640 2777 http: //www. tmhein. coIn Selte B
  9. 9. 7. As leaders drive change, they examplify corporate culture via electronic means - Culture: ,, Pattern of shared basic assumptions“ (Schein) - Assumptions: Reality, time, truth, human nature - Definitions: Mission, strategy, objectives, success - Behavior: Inclusion/ exclusion, challenges/ conflict, rewards/ punishment, emotion/ cognition - Language: Openness, truth, claims, precision/ position - Role modeling: Increasingly displayed through media © Frank Martin Hein 2007 frnh@frnhoin. com +49 173 640 2777 httpzl/ www. fmhain. com Selte 9
  10. 10. 8. Through electronic media, the delta between proclaimed culture and perceived reality shows faster than ever What matters really in the company? E13 3 £1 Ei @@ Electronic communication is ideal to reveal any inconsistencies between leadership behavior and cultural artefactsl 3 .2 in c in . § D T! 3 3 U © Frank Martin Hein 2007 frnh@frnhein. oom +49 173 640 2777 httpzl/ www. tmhein. coIn Selte 10
  11. 11. 9. Software can serve to facilitate and track corporate culture (examples) Facilitation I Analysis Examples Social Network Commetrix, HP Analysis, Content Analysis Activity, usage, quality of material, click-rates Communi- cation, collaboration Information Screensaver Intranets Listening Business Software Buzz Logic Maxence Share Point Sony Europe Blue Mars Jamalyzer, manual Oil, electrical industry Various Swiss banks Synthetrons Automated reports Rules define jobs Processes define | obs Countless Corp‘s © Frank Martin Hein 2007 tmh@tmhein. com +49 173 640 2777 http: //www. fmhein. com Seite 11
  12. 12. 10. The use of software reflects corporate culture People seen as acting subjects Individual Communication Institutional Communication People treated as objects If management fails to understand the culture of a tool, they will fail. @ Frank Martin I-ieln 2007 frnh@fmhoin. corn +49 173 640 2777 http: //www. fmhein. com Seite 12
  13. 13. Conclusions 1. If people experience their job through a screen, this screen reflects the corporate culture. 2. Internal Communication should strive for cultural consistency of all interactions people have - everything else follows. 3. Modern electronic tools enable employees to address cultural inconsistencies — leaders who respect that will have a competitve advantage. © Frank Martin Hein 2007 frnh@fmhein. com +49 173 640 2777 httpzl/ www. fmhein. com Selte 13
  14. 14. Frank Martin Hein Frank Martin Hein is an Associate Partner of Czwaiina Consulting AG, Basel, and runs his own Independent communications consultancy, Executive Communication Services, Berlin. Previously he was an Associate Partner within IBM's Business Consulting Services, EMEA (Europe I Middle East I Africa), where he worked with IBM's clients to drive successful change using modern electronic communication techniques. From 1998 to 2004 Frank was based in Paris, where he led IBM’s communications for the software and PC businesses within EMEA. Before that, he was head of Communications for the Weidmiiiler Group In Detmold, Germany. Previous assignments include the leadership of all internal Communication tor IBM EMEA in Paris, and ghostwriting for IBM's top management in Paris and Stuttgart. Frank's academic credentials include a Bachelor of Science in Psychology, a Masters Degree in Neurobiology and a Masters Degree in Communications-Sciences and Joumalism. He was formally trained as a journalist both with the SDR and with a PR office in Stuttgart. Frank Martin Hein teaches Communications at various German schools and universities. His publications focus on PR management, electronic communications and leadership. With his current research work he explores the use of electronic media for internal communications and corporate culture. His insights will be publicized in a comprehensive book In the ‘Deutsche Fachverlag', Francfurt, In early summer. Frank is a member of the "Bundesverband der Pressesprecher", the European Public Relations Education and Research Association (EUPRERA), the Berlin-Brandenburg l'i' club and Director of Communications in Europe and Middle East for the International Association of Business Communicators (IABC). Tel + 49 30 40 05 47 54, lmh-gilmheincom, www. fmhein. com © Frank Martin Hein 2007 fmh@fmhein. com +49 173 640 2777 httpzl/ www. fmhein. com Seite 14