Managing Press Office Challenges in the Digital Age
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The document discusses frameworks for managing press offices and communications functions. It addresses new challenges like digitalization, social media, and 24-hour news cycles. It recommends defining critical functions, organizational structure, policies, and governance, management, and control models. Management models coordinate projects and programs to align with objectives. Control models mitigate risk. Systems and tools support functions like media relations, marketing, and internal communications. Overall, the frameworks aim to help press offices achieve objectives through a combination of organization, policies, models, and systems.
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Managing Press Office Challenges in the Digital Age
- 1. Copyright Redleaf Communications 2016
- 2. Copyright Redleaf Communications 2016 • Engagement. Generate goodwill and understanding with audiences • Advocacy. Advocate company’s position, explaining merits of actions, products, services and ideas • Enhance Understanding. Correct wrong information; improve interpretation and understanding of existing information • Facilitation. Relaying media needs to company, gathering information, translating company views • Evaluation and synthesis. Evaluate impact of evolving information/ media on company’s interests, and act accordingly. • And many, many more… The critical functions of the Press Office…
- 3. Copyright Redleaf Communications 2016 What are the New Challenges Facing the Press Office? Digital Social 24 Hour News Cycle Crisis Management
- 4. Copyright Redleaf Communications 2016 How can we Respond to these Challenges?
- 5. Copyright Redleaf Communications 2016 Framework to manage the challenges Organisational Structure Policies Control ModelGovernance Model Management Model Systems
- 6. Copyright Redleaf Communications 2016 Organisation
- 7. Copyright Redleaf Communications 2016 Defining the Organisational Structure • Definition of critical functions • Definition of remit • Definition of day to day activities • Definition of interaction with other areas • Definition of reporting lines • Definition of governance • Definition of interaction with models and systems Organisational Structure
- 8. Copyright Redleaf Communications 2016 Organisational structure – integrated communications Corporate Affairs Corporate Communication Crisis/ issues management CEO positioning Thought Leadership Media Relations Social/Digital Content Internal Communication Employee Engagement Change Management Conduct Management Public Policy Regulatory engagement Corporate Marketing and Brand Social/ Digital Sponsorship Events Corporate Social Responsibility Environment Community Suppliers Investor relations Retail Shareholder engagement Institutional Engagement Policies & Global Control Organisational Structure
- 9. Copyright Redleaf Communications 2016 Typical press office roles and units Corporate Affairs Corporate Communicati on Crisis/ issues management CEO positioning Thought Leadership Media Relations Social/Digital Content Internal Communicati on Employee Engagement Change Management Conduct Management Public Policy Regulatory engagement Marketing and Brand Social/ Digital Sponsorship Events Corporate Social Responsibility Environment Community Suppliers Investor relations Retail Shareholder engagement Institutional Engagement Policies & Global Control Organisational Structure
- 10. Copyright Redleaf Communications 2016 Cross functional lines can be developed through:- Organisational Structure Policies Governance Model Control Model • Create functional reporting lines • Mixed role working • Vertical/ business unit working • Use policies to enforce cross working • Ensures consistency • Creation of cross working committees (working and steering) • Shared objectives/ KPIs • Cross functional approval in sign off procedures Organisational Structure
- 11. Copyright Redleaf Communications 2016 Specialist v Generalist? Which model works best CommunicationsFunction Corporate communications Media relations Social media Internal communications vs Communications Function Business Line A Business Line B Business Line C Organisational Structure
- 12. Copyright Redleaf Communications 2016 Add existing slide Policies
- 13. Copyright Redleaf Communications 2016 Purpose of policies • Formalises firm’s response to known and knowable situations • Determines formulation/ implementation of strategy • Directs and restricts the plans, decisions, and actions of the firm's officers • In Communications, can be used also to extend control models Policies
- 14. Copyright Redleaf Communications 2016 Policies in Communications Corporate Marketing and Brand • Global Sponsorship • Hospitality in Global Sponsorships • Advertising • Brand and Corporate Identity • Corporate Image in Offices • Corporate Events Public Policy • Regulatory Policy • Public Policy/ Lobbying Internal Communication • Internal Publications • Intranet: Rules, Criteria, Contents Corporate Social Responsibility • Definition and Remit Corporate Communications • External Communication Policy • Outsourcing of Function • Information about the Group Policies Media Relations • Media policy • Social media policy • Content policy
- 15. Copyright Redleaf Communications 2016 External communications guidelines Media/ Social Media Outsourcing of functions Information about the group Corporate Communications / Media Policies • Ensure consistency/ accuracy across function/ country • Define corporate/ local boundaries • Protection of business critical communications functions • Cost control • Definition of rules of engagement • Risk management and control • Formalisation of management model • Definition of roles and responsibilities Policies
- 16. Copyright Redleaf Communications 2016 Policies should include • Introduction to Policy • Purpose and Aims • Policy Statement • Policy Objectives • Roles and Responsibilities • Relevant Policies, Procedures, Guidance • HR considerations(e.g. Equality) • Applicable Law • Copyright • Sources for further information Policies
- 17. Copyright Redleaf Communications 2016 Models
- 18. Copyright Redleaf Communications 2016 Control Model Governance Model Management Model Key models for communications functions Models to ensure control over key communications elements such as communications sign off and costs Models to ensure the smooth functioning and delivery of communications functions Models to ensure alignment of projects and programmes (and ensure reporting against) corporate objectives.
- 19. Copyright Redleaf Communications 2016 1. Corporate Social Responsibility Creation of Annual CSR Report 2. Internal Communication Internal Comms Channels 3. Corporate Marketing/ Brand Integrated Brand Management Global Sponsorship Hospitality 4. Public Policy 5. External communications Crisis Management Model Communications Strategy Thought Leadership Model 7. Media Relations Model Media Management Model Social Media Management Model Content Management Model Management Models Management Model
- 20. Copyright Redleaf Communications 2016 • Communications vision, aim and objectives (the target “to be”) • Insights and the current situation (the “as is”), • Top line strategy to move from the current situation to the “to be” objective. • Target audiences, stakeholders and dependencies • Top line positioning and messaging • Core communications plan and considerations, • Major planned activities and milestones. • Resources available to deliver the plan. • Internal interdependencies required in order to deliver the plan. • Processes and governance to deliver the plan • Risks and assumptions intrinsic in the plan. Management Models – Strategic communications plan Management Model
- 21. Copyright Redleaf Communications 2016 Management Models – Social Media response flow chart Management Model
- 22. Copyright Redleaf Communications 2016 Control Model Risk mitigation Corporate Social Responsibility: Environmental Control Corporate/ External Communication: Sign off procedures Control Model Purchase control
- 23. Copyright Redleaf Communications 2016 Control Model- Purchases Control Model Presentation of requests Corporate Communications authorisation Processes of quality and control Up to the fixed limits for each type of expenses, the request will be fulfilled through the Corporate Communications department, having first checked budget availability. Corporate item Those responsible from the Corporate Communications department will validate and authorise online the request in a timescale of less than 48 hours if it does not need to be elevated to senior team for authorisation. • Service Level Agreements on timescales for:: • Corporate Comms authorisation • Escalation for Authorisation • Approval by Finance . Corporate Local Escalation for authorisation Relevant requests (amount or characteristics) must be analysed and authorised by a senior team composed of the Corporate Affairs Director and Integrated Cost Management, which meet monthly. Approval of Expense All the expense requests which exceed fixed amounts, need to be first authorised, then passed to finance for final approval Local teams can approve up to budgetary limits
- 24. Copyright Redleaf Communications 2016 Governance Model Statutory • Board of Directors • ExCo • ExCo • ExCo • ExCo • Board of Directors • Board of Directors • ExCo Corporate Level • Global Comms Committee • Global Thought Leadership Committee • Global Content Committee • Global Comms Committee • Global Content Committee • Global Comms Committee • Internal Comms Committee • Global Comms Committee • Global Public Policy Committee • Global Comms Committee • Corporate Marketing and Brand Committee • Global Marketing Sourcing • Global Comms Committee • Global CSR committee • Global Comms Committee • Global IR Committee Local Level • Local Comms Committee • Local Content Committee • Local Comms Committee • Local Content Committee • Local Comms Committee • Local Comms Committee • Local Comms Committee • Local Content Committee • Local Mktng Committee • Local Comms Committee • Local Content Committee Corporate Communication Media Relations Internal Communication Public Policy Corporate Marketing and Brand Corporate Social Responsibility Investor relations Governance Model
- 25. Copyright Redleaf Communications 2016 Governance Model Creating an effective committee Composition – who attends? Agenda – what decisions will be made? Strategic or Steering Frequency Lead or participant Local/ Corporate (or both) Statutory/ non-statutory
- 26. Copyright Redleaf Communications 2016 Systems
- 27. Copyright Redleaf Communications 2016 Systems and Tools Internal Communications • Intranet (Corporate & Local) • Group working tools Corporate Marketing & Brand • Global Sponsorship Manuals • Advertising • Database of Research • Management of Brand Applications • Asset libraries • Analytics tools Corporate Communications / Media Relations • Press Monitoring Services • Content Distribution • Journalist CRM • Database of Group News • Forward Features Management • Photography/ Video Database • Social Media tools • Evaluation and Analytics Policy and Global Control • Budget Tool Systems
- 28. Copyright Redleaf Communications 2016 Corporate Systems and Tools – External comms focus Press Monitoring Content Distribution Journalist CRM Journo contact DB Journo intelligence Forward Features Photo/ Video DB Social Media Tools Systems
- 29. Copyright Redleaf Communications 2016 • There are significant new challenges facing press offices • It is critical to define the objective, remit and critical functions of press office (and what success looks like) • Once defined, a combination of key management tools can help press offices achieve objectives • Involves combining organisation, policies, models and systems.. In conclusion Super Communicator Organisational Structure Policies Management Model Control Model Governance Model Systems
- 30. Copyright Redleaf Communications 2016 Summer Seminars 1230-1400 hrs lunch briefings Online reputation clear up 16 Aug 2016 Demonstrating value in communications 23 Aug 2016