Thought Leadership (Mignon van Halderen); Het Communicatie Congres 2012

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Thought Leadership (Mignon van Halderen); Het Communicatie Congres 2012

  1. 1. Presentation for the Communicatie CongresThursday November 15th 2012Dr. Mignon van HalderenRotterdam School of Management, Erasmus UniversityIndependent (research-based) consultantTHOUGHT LEADERSHIP @Mignondelicia
  2. 2. Extracted from just a few company websites “Our thought leadership” “…access our latest thought leadership” “We are active thought leaders” “We pride ourselves on the caliber, breadth and scope of our thought leadership” “…our thought leadership magazine” “Browse our growing library of mobile thought leadership pieces..” “.. we are thought leaders and experts” © Dr. Mignon van Halderen
  3. 3. Thought leadership is overused to a point that it is becoming meaningless. © Dr. Mignon van Halderen
  4. 4. “Twelvis” effect:“We must do something with thought leadership!” © Dr. Mignon van Halderen
  5. 5. © Dr. Mignon van Halderen
  6. 6. The thought leadership frameworkTM Thought Business Diagnosis Implementation leadership results Analyze market-or Novelty Articulate Novel Stakeholders are societal trends Point of View attracted to company Review alignment with Preferred partner to because of its identity and firm’s work with Openly share novel insights expertise knowledge & into for them relevant issues Reflected in company-unique Assess opportunity for expertise metrics, e.g. brand value, Novel Point of View on brand preference, active these trends business leads, sales, Initiate network Trust employee engagement, Assess commitment platform(s) Stakeholders invites to influential and available resources regard company platforms etc. as a trusted voice Act in line Act in line with and partner on Go / No Go these relevant with NPoV Novel Point of View issues Developed by Mignon van Halderen & Kym Kettler-Paddock (2010). Presented in their forthcoming e-book (with Craig Badings) “How to differentiate your company and stand out from the crowd: Thought Leadership”. © Dr. Mignon van Halderen
  7. 7. WHAT IS THOUGHT LEADERSHIP? © Dr. Mignon van Halderen
  8. 8. Thought leadership defined The action of promoting thought- provoking viewpoints that reframe the way stakeholders think about their key issues, helping them toward new insights and solutions. Mignon van Halderen , Kym Kettler-Paddock , Craig Badings (2012) © Dr. Mignon van Halderen
  9. 9. What does the “thought” exactly relate to? Thought Novel Point of View Intellect (NPOV) Inspiration Disrupting “AHA” Research Knowledge Expertise Meaning status quo impact © Dr. Mignon van Halderen
  10. 10. WHY IS THOUGHT LEADERSHIP ANATTRACTIVE POSITIONING STRATEGY? © Dr. Mignon van Halderen
  11. 11. It gives “refreshing” meaning; drives and mobilizes people. Unifying thought © Dr. Mignon van Halderen
  12. 12. It is a logical part of our “zeitgeist” Thought Leadership CSR Branding Corporate Identity Product/Price 1850 1980 1990+ 2010 © Dr. Mignon van Halderen
  13. 13. It benefits the company in different ways Meaning, inspiring, mobilizing Strengthening positioning  Offering meaning that goes  Safeguarding the role of the beyond the product/service organization for the future  Inspiring and mobilizing  Strengthening the reputation or employees and stakeholders brand  Building mutual rewarding  Generating leads; new business relationships  Pushing forward agenda of the industry © Dr. Mignon van Halderen
  14. 14. HOW TO IMPLEMENT THOUGHT LEADERSHIP? © Dr. Mignon van Halderen
  15. 15. The most elegant forms of thoughtleadership are not claimed, but arethe outcome of strategies driven by thought provoking viewpoints © Dr. Mignon van Halderen
  16. 16. The thought leadership frameworkTM Thought Business Diagnosis Implementation leadership results Analyze market-or Novelty Articulate Novel Stakeholders are societal trends Point of View attracted to company Review alignment with Preferred partner to because of its identity and firm’s work with Openly share novel insights expertise knowledge & into for them relevant issues Reflected in company-unique Assess opportunity for expertise metrics, e.g. brand value, Novel Point of View on brand preference, active these trends business leads, sales, Initiate network Trust employee engagement, Assess commitment platform(s) Stakeholders invites to influential and available resources regard company platforms etc. as a trusted voice Act in line Act in line with and partner on Go / No Go these relevant with NPoV Novel Point of View issues Developed by Mignon van Halderen & Kym Kettler-Paddock (2010). Presented in their forthcoming e-book (with Craig Badings) “How to differentiate your company and stand out from the crowd: Thought Leadership”. © Dr. Mignon van Halderen
  17. 17. Diagnosis phase: what is the “thought” that drives us as anorganization of people? C Societal Market trends Novel point trends of View (NPOV) O The company’s P “leading thought” (the NPOV) History provokes, Identity inspires, mobilizes Strategy Soil for good C E thoughts C E M Unleash employees I most creative thoughts! © Dr. Mignon van Halderen
  18. 18. Articulate Novel Point of View (NPOV) Implementation Articulate Novel Point of View Openly share knowledge & expertise Let’s us see the world differently… Initiate network platform(s) …re-conceptualizes our thinking… …gives new insight… Act in line with …elicits AHA moments… Novel Point of View …provides clarity of sight… All important for realizing meaning, progress or change! © Dr. Mignon van Halderen
  19. 19. “Smarter Planet” : a systems perspective.. IBM is trying to get the world to look at itself from a systems perspective. If enough data can be collected and analyzed, IBM believes that it can improve the efficiency in the delivery of energy to homes, reduce traffic congestion……basically tackle and solve many of the world’s most serious sustainability and other issues. “IBM would commit itself not to selling servers and software through depicting humorous office scenes (a convention IBM had successfully used in the past), but to advocating a thoughtful and serious point of view on how technology could make the world work better.” (Source: Effie Award Case, 2010). © Dr. Mignon van Halderen
  20. 20. “No wonder our perception of beauty is biased” Social mission: To encourage all women and girls to develop a positive relationship with beauty, helping to raise their self-esteem, and thereby enabling them to realize their full potential. NPoV: Our perception of beauty is distorted © Dr. Mignon van Halderen
  21. 21. Sharing knowledge & expertise Implementation Articulate Novel Point of View www.jaumeplensa.com Openly share knowledge & expertise Not just any content BUT content that links to the Novel Point of View Initiate network platform(s) is thought-provoking offers new insights Act in line with is preferably evidence based Novel Point of View © Dr. Mignon van Halderen
  22. 22. Two types of content sharing Content that reflects the overarching viewpoint Content marketing © Dr. Mignon van Halderen
  23. 23. Philips took two themes: Liveable cities & ging Livable Cities Aging WellUpcoming Philips examples thanks to Katy Hartley, director of the Center for Health & Well Being(http://www.philips-thecenter.org/) © Dr. Mignon van Halderen
  24. 24. Gained more insight into each theme through research: whatdrives people’s health perceptions (in 32 countries)?Source:Katy Hartley, Center for Health & Well Being(http://www.philips-thecenter.org/) © Dr. Mignon van Halderen
  25. 25. Shared their findings and insights through digital and socialmedia. No push, mostly looking for debate.Source:Katy Hartley, Center for Health & Well Being(http://www.philips-thecenter.org/) © Dr. Mignon van Halderen
  26. 26. Recent content sharing partnerships © Dr. Mignon van Halderen
  27. 27. Initiate network platforms Implementation Articulate Novel Point of View Openly share knowledge & expertise Initiate network platform(s) Center stage in an ecosystem of influencers… Seen as a trusted voice in these networks Act in line with Enriching and extending relationships Novel Point of View Sensing external developments Co-creation; sharpening NPoV and Ideas © Dr. Mignon van Halderen
  28. 28. Philips think tanks on each team Livable Cities Aging Well © Dr. Mignon van Halderen
  29. 29. Acting in line with Novel Point of View (NPOV) Implementation Articulate Novel Point of View Openly share knowledge & expertise Initiate network Demonstrating company is committed to NPOV; no platform(s) pretense or window-dressing Act in line with Showing that company has the competence, Novel Point of View expertise to deliver positive outcomes related to NPOV © Dr. Mignon van Halderen
  30. 30. “Textbook advice” Start in the diagnosis phase of the Thought Leadership FrameworkTM Start internally, involve your employees Demonstrate substance behind the NPOV © Dr. Mignon van Halderen
  31. 31. But…reality is usually different NPOV still an aspiration, not yet operational reality No obvious connection between products and NPOV Contradiction between products, activities and NPOV NPOV is not ‘real’ for employees © Dr. Mignon van Halderen
  32. 32. So, how do you balance between real and ideal?Reality IdealNPOV still an aspiration, not How do you prepare for NPOV fits with identity,yet operational reality this stance? core expertiseNo obvious connection Is our NPOVbetween products and Substance-proof?NPOV Future-proof?Contradiction between Debate-proof?products, activities andNPVO © Dr. Mignon van Halderen
  33. 33. Concluding remark  Let’s not be too fixed on the “leadership” part of thought leadership; the thought is what inspires and mobilizes!  Keep authenticity but take a stance, have a viewpoint that helps yours stakeholders to look at their relevant issues differently!  There is not one form of thought leadership: it comes in all forms and sizes.  Yet, the steps in our Thought Leadership FrameworkTM may guide you in developing the thought leadership strategy that fits your company! © Dr. Mignon van Halderen
  34. 34. THANK YOU!Mhalderen@rsm.nl@Mignondelicia “Our body is the home of the spirit. The place in which ideas live. Our body is a meeting place where our different experiences converge, mix and grow, creating a colossal archive.” www.jaumeplensa.com © Dr. Mignon van Halderen
  35. 35. Bio Mignon • Mignon van Halderen (PhD) operates at the interface of corporate advice, (academic or company) research and (executive) teaching. She advises companies on thought leadership, (re) building trust/legitimacy or enhancing the impact of companies’ identity expressiveness efforts, e.g., through corporate language, symbolism, framing or storytelling. She lectures and coaches students on the same topics and works on academic papers to ground her knowledge and expertise in solid academic theories and frameworks. • Through her 10 years’ experience at the Corporate Communication Centre (bit.ly/IUnfjX) of the Rotterdam School of Management (Erasmus University), Mignon has become Dr. Mignon (Delicia) van Halderen skilled in taking an evidence-based approach to business Nationality: Dutch problems (both qualitatively and quantitatively) and makes academic models useful for a business audience. Mignon loves Home town: The Hague to constantly switch between academic thinking and intuitive creativity and pragmatism. +31 (0) 6 43 98 91 18 Mhalderen@rsm.nl • Mignon has further developed a 3-day Master Class on thought @Mignondelicia leadership at the Rotterdam School of Management and facilitates in-company thought leadership trainings (one day or more) by using the Thought Leadership Framework™ as described in her booklet with Kym Kettler-Paddock and Craig Badings. Mignon has published several articles on the topic (e.g., for RSMInsight, Communicatie, The Communication Director, Building Business and for the book CommunicatieNU). © Dr. Mignon van Halderen

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