The Global CCO 2013 -2014


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The Global CCO program will take place for its second time at the some of the best universities and business school in Europe and United States: ESADE, Columbia University and Georgetown University. The Global CCO program is an executive senior program aimed at communication professionals.

It has been designed by ESADE Business School and Corporate Excellence – Centre for Reputation Leadership, and it is focused on the most important topics when impoving knowledge and skills of current and future Chief Communications Officers (Global CCO).
The Global CCO Program is presented as an update of the traditional management of Communication Director by integrating relevant issues like public agendas, intangible assets management or leading skills in organizations.

This year, there will be three main venues for the program. The first module, in November, will take place at ESADE, Madrid (Spain). At the business school, participants will learn on the skills and dimensions of excellent Chief Communications Officers; CCO’s roles are getting increasingly important in organizations, they will also learn how to develop and improve leading skills, among others. The second module will take place in January 2014 at Columbia Universtiy, New York (USA). Students will learn about corporate communications, reputation, and brand management, new trends and approaches, online and offline strategies, media relationships, etc. And the third module will be at Georgetown University, Washington D.C. in June 2014. Geopolitics, organizations’ role, awareness of the social and corporate context, as well as lobbying and business models, among others.

Participants will have to develop a solidarity project in order to apply acquired knowledge and solve a real and current problem of a third sector organization.

The program is presented as a dynamic learning model between students and teachers. Teachers at three institutions are practitioners and academia professionals of a great level.

Registration deadline is now open to professionals interested in improving and evolving in their skills and communication managing tasks.

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The Global CCO 2013 -2014

  1. 1. Global CCO 1The Global Chief Communications OfficerThe Global CCOMadridESADE Business School, MadridColumbia University, New YorkGeorgetown University, Washington, D.C.Washington, D.C.New York
  2. 2. 2 Global CCOThe Global Chief Communications OfficerThe Global CCO
  3. 3. Global CCO 3The 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.
  4. 4. 4 Global CCO• What Makes Corporate Communications Officers Successful?• In a social environment where society expects companies to play a greater role in the management of themost relevant challenges affecting citizens, the Chief Communications Officer should guarantee that his orher organisation is conscious of the importance of managing these expectations, and the impact appropriatemanagement of the agendas shared between business and public administration.• This program, The Global CCO (The Global Chief Communication Officer), is a unique opportunity forprofessionals in charge of communications and management of intangible assets to strengthen their skillsand develop the needed knowledge to successfully confront the new “reputation economy”. In this newenvironment, excellent management of reputation, corporate bran, communications, public affairs andmetrics are key skills to success as a Chief Communications Officer. The CCO should help companies andinstitutions 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 andCompany 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 theindicators for their measurement.• Show the financial return on the company’s intangible assets, and establishing the indicators for theirmeasurement.Message from the Program Directors
  5. 5. 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 CorporateExcellence – Centre for Reputation Leadership on “What makes a Chief communications OfficerExcellent” *. The program combines rigour and outstanding academic knowledge with the most advancedbusiness experiences. It involves a Final Project, THE SOLIDARITY PROJECT where participants arerequired 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.* “What Makes a Chief Communications Officer Excellent, a study aimed at elaborating understanding the drivers and nature of excellence Of ChiefCommunications Officers”, 2013. Research carried out by CE, directed by Prof. Cees Van Riel, and Drs. Marijke Bauman, RSM Erasmus University.Josep M. OrovalAssociated professor at the Department of Marketing Management– ESADE & Director of the ESADE Brand InstituteÁngel AllozaCEO – Corporate Excellence –Centre for Reputation Leadership
  6. 6. 6 Global CCOThe Global CCO combines the interdisciplinary teaching strengths of Corporate Excellence - Centre for ReputationLeadership and ESADE Business School.GLOBAL POSITIONINGThe AllianceMajor 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 asa 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 addvalue 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 ofbusiness management.Corporate Excellence – Centre for Reputation Leadership (CE)
  7. 7. Global CCO 7With 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 andnon-profits.• Advancing the process of modernizing the Spanish economy and its successful internationalization over thelast few decades.• Reinforcing innovation and enterprise, training entrepreneurs capable of implementing innovative andsustainable business models.• Teachingandpromotingcorporatesocialresponsibility,combiningtheperspectiveofprofessionalcompetencewith a vision of leadership as a service and commitment to society.ESADE Business School
  8. 8. 8 Global CCOModular 3 week program4 days per weekThe Program8 Global CCOMadridESADE BusinessSchoolWhat makes a ChiefCommunications OfficerExcellentNew YorkColumbia UniversityBuilding on KnowledgeWashington, D.C.Georgetown UniversityGeopolitics.The role of the Company.Communication and Starter
  9. 9. Global CCO 9What makes a Chief Communications Officer Excellent.The 20 drivers of excellence. The typology of CCO excellence,4 categories of CCO fitting into the Company’s requirements.How to be part of the internal dominant coalition.Building across-function platforms with other C-Suitedirectors, supporting organizational stakes in a diplomaticway.How to become an agent of change. How to lead andsupport large scale organizational change projects. Buildingcoalitions 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.Mastering analytics and metrics related to businesscreation. How to measure intangible assets and implementKPIs in communications, brand and reputation to achievestrategic goals.Skills, personality, leadership style. Leadership appliedto participants. Self-knowledge. Both personal andprofessional skills and style.Present and future role and organization chart of theCRO. New organizational models. Best practices.What makes a Chief CommunicationsOfficer ExcellentMadridThe 20 drivers of excellence. How to be part ofthe internal dominant coalition. How to lead theexternal dominant coalition. How to becomean “agent” of Company’s transformation.Giving advisory support to the CEO and C-Suite.Personal capacities, skills and leadership.MODULE 1
  10. 10. 10 Global CCOCommunications and reputation management.Connecting the strategic vision to implementation. Howcommunications serve as the tool to execute Company’sbusiness model and corporate strategy. Reputationmeasurement, management , value creation and riskmitigation.Brand and communications approaches and trends.The branding process, brand experience, internalbranding. Brand and communications innovation.Digital marketing and communications strategies.From mass communications to customer networks:rethinking the media paradigm. The journey frompersuasion to advocacy and sharing beliefs and valueswith your stakeholders.Media relations, earned media, and new corporate-media business models. Every company must thinkand deliver like a media company. The radical changingdynamics of media-corporate partnership.Building on KnowledgeNew YorkCommunications and ReputationManagement, brand and communicationsappraoches and trends. Digital marketing andcommunications strategies. Media relations,earned media and new corporate-mediabusiness models.MODULE 2
  11. 11. Global CCO 11Learning how to read the social and businesscontext. The CCO as the “interface” between Companyand Society; the CCO is the “eyes and ears” of theorganization. Connecting Companies with reality, citizensand regulators expectations.Business – Government Relationships. The “non-market strategy” and market strategy need to bemanaged in a complementary manner. Political economy-“who influences whom”- . Learning how to speak thelanguage of politicians and civil servants.Understanding Geopolitics. Learning how to implementbusiness internationalization processes. Doing businessin emerging countries. Rule of Law. Geopolitical risks andlarge corporations.Communications and lobbying management.Gathering and bringing to the Company key informationto decrease uncertainty. Deep knowledge about the rulesof key international boddies such as Mercosur, G20,WTO, World Bank, etc.Major issues on public agendas of politicians,entrepreneurs and international organizations.Political communication as a source of learningand benchmarking: Communications management inpolitics, multilateral organizations and institutions. Storytelling and Corporate Communications Framework.Building and mantaining relationships with keystakolders and opinion leaders. Strong sense ofdevelopments in the political environment.Geopolitics. The role of the company.Communication and StarterWashington, D.C.Learning how to read the social and businesscontext. Understanding geopolitics, lobbying,business models in order to improveCompany’s overall strategy.Washington D.C. is the place to be to addressall these aspects.MODULE 3
  12. 12. 12 Global CCO• A program aimed at senior professionals in the Communications field cannot simply impart knowledge. It is alsoan excellent opportunity to collaborate and share experiences among all participants who work in groupsin a “real” exercise from a different perspective to that of their usual business reality: applying their talent andexperience to a “good cause”.• This is the philosophy we want to reinforce through the Solidarity Project: to give all participants the opportunityto implement their knowledge and skills in a case or problem of a real nonprofit organization, working asconsultants in corporate brand strategy and communications for some selected NGOs for the Global CCO Program.Solidarity Project12 Global CCOGOALS
  13. 13. • Strengthen professional skills and personal development for the role of communication and reputationmanagement and advice to senior management.• Acquire a global perspective and thorough knowledge of social reality and the major challenges facing theworld 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 continuoustransformation 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 toapproach stakeholders, new technologies, content, communications framework, storytelling and new way ofrelationships with the media (half earned).• Effectively connect to the CE communications community world wide.Special Program FeaturesGlobal CCO 13
  14. 14. 14 Global CCO14 Global CCO• Presentation and in-depth conceptual explanation ofthe subjects by program faculty.• Analysis of examples and real life situations, withpractical application.• Application of concepts through case studies andgroup work.• Approach to the design and implementation ofstrategy as well as the development of a morecompetitive approach through several simple models.• Extensive in-site visits and meetings with selectedCompanies, Consultancy Firms and InstitutionsThe key element of this learning model is undoubtedlythe participants themselves. By exchanging experiences,they enrich the knowledge acquired both in and outsideof the classroom.Participant selection, group discussions, and workinglunches are designed to promote dynamic exchange andknowledge sharing among peers from different functionalareas and business sectors. Participants establishrelationships with other managers and executives whoface similar challenges and, in doing so, create a networkof contacts that lasts well beyond the Program.DYNAMIC LEARNING INTERACTIONLearning ModelCommunications, public relations, brand, reputation, public affairs managers and directors who want toimprove their skills for the new role of Chief Communications Officer representing the future of the traditional roleof managing communications and intangible assets in companies and institutions.Participants
  15. 15. Global CCO 15Global CCO 15
  16. 16. 16 Global CCOThe Global Chief Communications OfficerModule 2 – Columbia Business School: Building on KnowledgeLocation: New York CityMonday Tuesday Wednesday ThursdayProgram Overview The Branding ProcessElection 2012: Lessons forCommunications PracticeDigital: Measurement & AnalyticsThe Strategic CommunicationImperativeBuilding Brand IdentityChanging Dynamics or Media-Corporate PartnershipEvaluating EmergingTechnologies & OportunitiesBreakReputation Management & RiskCustomer ExperienceManagement• Rethinking the Media Paradigm• Five CommunicationsStrategies for CustomerNetworksInnovative Tools for ReachingInfluencesLunchThe Corporation’s Responsibilityto Key ConstituentsVisiting companies• Developing customer networkstrategies• Lessons from Brand Failures inDigital CommunicationsLeading Participation in Business& Social IssuesBreakA New Model for Corporate Care Innovation in communication• Best Practces for Brands onSocial Networks• Digital & the Organization:Silos, culture, skill sets, andwho leads.Building Corproate ContentPlatformsGroup Work Big Think: Innovative Strategies Group WorkThe Global CCO Module 3:Closing session16 Global CCOTypical Module Chart
  17. 17. Global CCO 17ESADE Business SchoolMs. Rocío MedinaProduct ManagerMateo Inurria, 25-2728036 Madrid, SpainPhone +34 913 597 714rocio.medina@esade.eduwww.exed.esade.eduCorporate Excellence –Centre for Reputation LeadershipMs. Saida GarcíaSagasta, 27 3º izq. B28004 Madrid, SpainPhone +34 914 451 818saida.garcia@corporateexcellence.orgwww.corporateexcellence.orgPlease note: program, faculty, venue, dates, and fees are subject to change.ESADE Business School and Corporate Excellence - Centre for ReputationLeadership also reserve the right to cancel this program if in their view thecircumstances required for its successful completion do not apply.CONTACTS
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  19. 19. Global CCO 19