Dr. Roger Hayes explores the role of business diplomacy in shaping modern society.

1. FR O M P R O M O T I O N A N D P R O P A G A N D A T O
C O N V E R S A T I O N A N D C O L L A B O R A T I O N
D R R O G E R H A Y E S @ D R R O G E R H A Y E S
S E N I O R C O U N S E L L O R A P C O W O R L D W I D E
V I S I T I N G F E L L O W H E N L E Y B U S I N E S S S C H O O L
V I S I T I N G L E C T U R E R G R E E N W I C H U N I V E R S I T Y B U S I N E S S S C H O O L
L K Y S C H O O L O F P U B L I C P O L I C Y , N U S
A U G U S T 2 0 T H 2 0 1 5
THE FOREIGN POLICY OF GLOBAL BUSINESS
CORPORATE AND PUBLIC DIPLOMACY

2. MY PUBLIC DIPLOMACY JOURNEY
“Corporations serve a diplomatic function
because of their political and cultural, as well as
their technical and economic clout.”
Grupp R & Hayes R, ( 2008) “Public Relations and Collaboration in a
Complex, Converging World. IPRA Gold Paper ,delivered at PR World
Congress, Beijing, PRC.

3. MY PUBLIC DIPLOMACY JOURNEY
“What could help the global profession of public relations
(strategic communications) is to learn more from the cultural
sensitivity and geopolitical skills of diplomats, while government
specialists could do well to borrow the commercial and media
knowledge from the private sector. This is about combining
STAGECRAFT and STATECRAFT to transform STATESMANSHIP”.
Hayes R (2012) ‘PR and PD in the Globalised World’, Doctoral Study of eight
countries (including Singapore), Henley Business School, UK.

4. MY PUBLIC DIPLOMACY JOURNEY
“With boundaries between institutions blurred and those between
countries eroded, with more actors involved in international policy,
including companies and civil society, the emphasis should be
more on LISTENING, CONVERSATION, COLLABORATION, DIALOGUE,
DIPLOMACY rather than targeting a message to markets”.
Dr. Roger Hayes, (2013), speech to GLOBAL THINKERS FORUM conference,
‘Leadership and Collaboration’, Athens, Greece, December.

5. MY PUBLIC DIPLOMACY JOURNEY
“The NEW normal must be NAVIGATED, NEGOTIATED, NETWORKED
and a NARRATIVE built around it. Narrow self-interest is no longer a
sustainable basis for companies needing to deliver economic PLUS
social value. COLLABORATIVE LEADERSHIP is the most appropriate
response to today’s wicked global problems.”
Hayes R and Watts R (2015) REFRAMING THE LEADERSHIP LANDSCAPE:
Creating a Culture of Collaboration, Gower Publishing.

6. DEFINITIONS
“The NEW public diplomacy is no longer confined to
messaging or direct governmental contacts with foreign
publics serving foreign policy purposes. It is also about
building relationships with civil society actors in other
countries and facilitating networks among non-
governmental parties at home and abroad”
Joe Nye (2010)

7. DEFINITIONS
“Globalisation makes it impossible to shut out all kinds of
issues. Governments share power with their citizens and
the corporate sector, who can make their views known
in the virtual world.”
Singapore interviewee from doctoral research (2009).

8. DEFINITIONS
“It is possible for multinationals to set communications
strategies at the global level. The challenge lies in applying
these to suit the multiple local cultures.”
Sriramesh K (2014).

9. DEFINITIONS
“There is a qualitative difference between a ‘spin
doctor’ and a ‘corporate diplomat’.”
L’Etang J. (1996)

10. DEFINITIONS
“Corporate diplomacy means a company embeds the
value of collaboration deeply into its operations and
practices, extending the reach of its relationships to include
groups, cultures, organisations and government, which affect
the sustainability of the business”
Grupp R (2008)

11. DEFINITIONS
“In my view PR tends to be more about putting a
positive gloss, whereas PD deals with negative and
positive using more context, digging deep from a
detailed knowledge base.”
Indian interviewee from doctoral research (2009).

12. COMMUNICATING & COLLABORATING
Growing Convergence between PR & Public Diplomacy
Diplomats using media relations, commercial activity &
broader stakeholder relations.
Communicators understanding of geopolitics & culture.
Deal with new media, empowered stakeholders & complex
issues.
Command & control replaced by collaboration & conversation.
Public & private sector organisations slow to adapt structures,
strategies & styles.

13. THE END OF HISTORY
Human capitalism.
Corporations as a force for good Investment, Jobs,
Technology.
Rise of knowledge society.
Widening Inequalities ‘Bad mood rising’.
Single and multi-issue alliances Coordinating coalitions.
Sophisticated consumer & citizen determines ‘licence to operate’.

14. THE FOREIGN POLICY OF GLOBAL BUSINESS
“Communications without intelligence is noise. Intelligence without
communications is irrelevant” (General Alfred Gray)
Contextual intelligence key to navigate the increasingly multi-issue, multi-
media, multi-cultural environment.
Cannot view the world from a home country perspective, especially the
West.
World affairs less about official business between States, more about
managing the effects of globalisation, integration, political uncertainty &
cultural divides.

15. LISTENING AND DIALOGUE
“Now you have to have a two-way
conversation that connects deeply with
your citizens or customers or employees.“
(Tom Friedman)
CEOs need to explain the context of decisions to establish a vision
based on values for the organisation & engage in social programs
with buy-in from employees.
Become statesmanlike by developing a broader, compelling
narrative.
Access to capital was the key differentiator in the 90s.
Relationships will be the major source of strategic
distinction in the 21st Century.

16. EXPANDING THE SPACE
TOMORROW’S GLOBAL ORGANISATION
Redefining success in terms of positive impacts for business
& society.
Shared values essential.
Collaboration between government, business & NGOs on
sustainability issues.

17. BUSINESS BEYOND BOUNDARIES
NEW MINDSET, NEW TOOLS
FOCUSSING ON shared VALUE and convergence of interests creating
SOCIAL CAPITAL (climate change)
Reconciling CSR, sustainable development and a stakeholder approach
in a networked world, requiring navigational tools-a win-win for
shareholders and stakeholders.
RE Freeman (2003)
Journal of General
Management

18. BUSINESS BEYOND BOUNDARIES
NEW MINDSET, NEW TOOLS
Companies are increasingly viewed as a major cause of social,
environmental and community problems. Companies must take
the lead in bringing business and society back together. Leaders
and managers will require new skills and knowledge.
Porter M and Kramer M (2011) HBR

19. BUSINESS BEYOND BOUNDARIES
NEW MINDSET, NEW TOOLS
Companies are moving beyond ad hoc philanthropic acts.
They are committing to causes with sustained long term
initiatives.
The Business Times, (2014, April), Singapore.

20. EXAMPLES OF BUSINESS DIPLOMACY
 Shell-‘stress nexus’. Changing the narrative around natural
resources, joining the dots between food, energy & water via
collaboration & partnerships.
 Coca Cola joined forces in a Private, Public Partnership with WWF
& African governments around sustainable water management.
(PPPs need to align business interest with public policy & give
voice to concerned civil society)
 Israeli technology companies turned to West bank for
outsourcing joint ventures.

21. SUMMARY
Comparisons of PR and PD have been mainly confined to the
PR literature, which itself remains mainly Western centric,
despite the growth of the practice internationally, including in
high context cultures e.g. China/ Middle East. Historical IR
literature links PR to ‘propaganda’.

22. SUMMARY
PD relies heavily on the ‘personal influence’ and ‘relationship’
models of PR, which are receiving increased focus in PR after a
long preoccupation with mass media communicated
communication.
Multi-stakeholder dialogues being conducted by vulnerable
industries e.g. mining are very much in the field of diplomacy-
negotiation and dialogue.

23. SUMMARY
PD is an emerging, multi-disciplinary field with theoretical,
conceptual and practical links to several disciplines such as
international relations, communications theory, public relations,
media studies.
PR has the opportunity to engage in the development of PD as
well as learn from PD to transform its global professionalism.

24. SUMMARY
The convergence of the two fields, at least in practice if not
theory, given their interdisciplinary nature and the changing,
more complex global landscape will lead to closer links to
LEADERSHIP, SUSTAINABILITY, STRATEGY, CULTURE, SOCIAL
PSYCHOLOGY, among others. There are implications here for
skills , teaching and training.

25. SUMMARY
PD (notably NEW PD) is an emerging strategic
communications discipline which can be seen as responding
to growing agendas in business, government and civil
society, involving concepts of TRUST, TRANSPARENCY and
COLLABORATIVE GOVERNANCE.

26. THE NEW CADRE OF CORPORATE DIPLOMATS…
“It’s thinking ahead, involves skilful analysis of the context,
combined with astute networking and relationship building”
(Margery Kraus, CEO, APCOWORLDWIDE)
Anticipate
Act sustainably
Analyse and research
Network
Walk the Talk
Empathise
Communicate
authentically

27. FR O M P R O M O T I O N A N D P R O P A G A N D A T O
C O N V E R S A T I O N A N D C O L L A B O R A T I O N
D R R O G E R H A Y E S @ D R R O G E R H A Y E S
S E N I O R C O U N S E L L O R A P C O W O R L D W I D E
V I S I T I N G F E L L O W H E N L E Y B U S I N E S S S C H O O L
V I S I T I N G L E C T U R E R G R E E N W I C H U N I V E R S I T Y B U S I N E S S S C H O O L
L K Y S C H O O L O F P U B L I C P O L I C Y , N U S
A U G U S T 2 0 T H 2 0 1 5
THE FOREIGN POLICY OF GLOBAL BUSINESS
CORPORATE AND PUBLIC DIPLOMACY