2014 study from Kornferry (the world’s largest executive search firm) shows, European Chief Communications Officers’ roles are moving above and beyond traditional responsibilities.
According to the report, leadership skills have taken on more significance for CCOs over the past few years. By far, ‘understanding the business’ is the single biggest requirement for a successful CCO.
There are lots more insights on what it takes to take your career to the ultimate level in the Kornferry report.
Why not start making headway today?
Get to grips with some of the most pertinent issues in becoming a communications leader by joining us at EuroComm 2015 — where we will address these, and more strategic communications issues courtesy of leading speakers from Royal Dutch Shell, MORI, and more.
The Rising CCO V: Chief Communications Officers’ Perspectives on a Changing M...Weber Shandwick
Global executive search firm Spencer Stuart and global public relations firm Weber Shandwick partnered to release The Rising CCO V. This survey, now in its fifth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in an increasingly digitalized and media-fragmented world.
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
Estudio elaborador por el Instituto Korn/Ferry sobre la figura del Chief Communications Officer a partir de una encuesta global a los principales directivos de las compañías de Fortune 500
The future of corporate communications reportBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Future of Corporate Communications: Cutting Through the Noise: ReportBrunswick Insight
Broad and deep transformations are taking place in business that will redefine the communications function: how it will be structured, who will lead it, and what the focus of future communicators will be. Brunswick Insight explores views of senior European communicators on the changing landscape and roles for corporate communicators.
Headline-grabbing scandals can cause massive damage: a deposed CEO, a replaced communications head or billions of euros lost. But how to anticipate reputational risks – or even avoid them – before a crisis hits?
Article written by Phil Riggins, a partner in Brunswick’s London office, for Communication Director magazine Issue 04/2015
http://www.communication-director.com/issues/hidden-powers/seeing-dark#.Vm_zvEqLSUk
The Rising CCO V: Chief Communications Officers’ Perspectives on a Changing M...Weber Shandwick
Global executive search firm Spencer Stuart and global public relations firm Weber Shandwick partnered to release The Rising CCO V. This survey, now in its fifth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in an increasingly digitalized and media-fragmented world.
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
Estudio elaborador por el Instituto Korn/Ferry sobre la figura del Chief Communications Officer a partir de una encuesta global a los principales directivos de las compañías de Fortune 500
The future of corporate communications reportBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Future of Corporate Communications: Cutting Through the Noise: ReportBrunswick Insight
Broad and deep transformations are taking place in business that will redefine the communications function: how it will be structured, who will lead it, and what the focus of future communicators will be. Brunswick Insight explores views of senior European communicators on the changing landscape and roles for corporate communicators.
Headline-grabbing scandals can cause massive damage: a deposed CEO, a replaced communications head or billions of euros lost. But how to anticipate reputational risks – or even avoid them – before a crisis hits?
Article written by Phil Riggins, a partner in Brunswick’s London office, for Communication Director magazine Issue 04/2015
http://www.communication-director.com/issues/hidden-powers/seeing-dark#.Vm_zvEqLSUk
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
Established in 1953, Burson-Marsteller is a leading global public relations and communications firm. It has been based in Italy since 1982 and has operations both in Milan and Rome.
World PR Report 2014, the most comprehensive study of the global PR industry created by the International Communications Consultancy (ICCO) and The Holmes Report, includes the 250 Top PR agencies Global Rankings and data on the latest trends and issues that these and other agencies are facing worldwide.
Weber Shandwick, in partnership with Spencer Stuart, released The Rising CCO VI. The survey, now in its sixth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in a rapidly changing world.
To gauge the views of senior communications professionals at 100 top organisations in EMEA, MSLGROUP developed a survey with a mixture of open and closed questions targeted to their experience in dealing with communications and reputational issues.
The shifting communications landscape – and the heightened risk to reputation – has necessitated a change in approach and a change in the structure and culture of communications teams.
How will communicators be able to use this opportunity most effectively?
Our report explores five principles for building and protecting your reputation in the “always-on” world:
• Monitor, respond and measure
• Start a content engine to sustain conversations
• Overcome cultural conservatism and engage
• Improve internal and external transparency
• Make your employees active communicators
We hope you enjoy reading it and invite you to share your feedback and tips with us @mslgroup_emea. You can also reach out to us on Twitter @msl_group.
The future of corporate communications – summary of resultsBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
An overview of the 5 trends that are shaping the future of public relations, based on global industry research. Presented to the UK\'s PRCA in January 2011.
Corporate Communications: Can You Hear Me Now?Jevin Sackett
In earlier posts, I discussed some of the most vital skills required to be a successful Chief Executive Officer. As you may have noticed, the recurring theme in those columns—and many others that have pertained to successfully managing a growing company—was the absolutely essential need for clear and consistent corporate communications.
Mit Convergence Ahead: The Integration of Communication and Marketing präsentiert Weber Shandwick eine qualitative Studie, die den Blick für die zunehmende Überschneidung von Kommunikation und Marketing schärft. Convergence Ahead untersucht die Erfahrungen von Führungskräften, die diese traditionellen Silo-Funktionen bereits erfolgreich zusammengeführt haben.
Für die Studie wurden telefonische Tiefeninterviews mit Kommunikations- und Marketingverantwortlichen (CCMOs bzw. CMCOs) geführt, die in ihrem Unternehmen für die erfolgreiche Bündelung dieser beiden Aufgabenbereiche verantwortlich zeichnen. Als treibende Faktoren für die Konvergenz wurden neben der immer komplexer werdenden Medienwelt auch sich rasant entwickelnde soziale und digitale Technologien sowie die zunehmende Überschneidung von Marke und Reputation identifiziert. Die Studie zeigt neben diesen Faktoren auch Chancen und Herausforderungen einer solchen Strukturveränderung.
In Convergence Ahead hat Weber Shandwick anhand der CCMO-Erfahrungen einen Sechs-Stufen-Plan für eine erfolgreiche Fusion von Kommunikation und Marketing entwickelt.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
Established in 1953, Burson-Marsteller is a leading global public relations and communications firm. It has been based in Italy since 1982 and has operations both in Milan and Rome.
World PR Report 2014, the most comprehensive study of the global PR industry created by the International Communications Consultancy (ICCO) and The Holmes Report, includes the 250 Top PR agencies Global Rankings and data on the latest trends and issues that these and other agencies are facing worldwide.
Weber Shandwick, in partnership with Spencer Stuart, released The Rising CCO VI. The survey, now in its sixth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in a rapidly changing world.
To gauge the views of senior communications professionals at 100 top organisations in EMEA, MSLGROUP developed a survey with a mixture of open and closed questions targeted to their experience in dealing with communications and reputational issues.
The shifting communications landscape – and the heightened risk to reputation – has necessitated a change in approach and a change in the structure and culture of communications teams.
How will communicators be able to use this opportunity most effectively?
Our report explores five principles for building and protecting your reputation in the “always-on” world:
• Monitor, respond and measure
• Start a content engine to sustain conversations
• Overcome cultural conservatism and engage
• Improve internal and external transparency
• Make your employees active communicators
We hope you enjoy reading it and invite you to share your feedback and tips with us @mslgroup_emea. You can also reach out to us on Twitter @msl_group.
The future of corporate communications – summary of resultsBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
An overview of the 5 trends that are shaping the future of public relations, based on global industry research. Presented to the UK\'s PRCA in January 2011.
Corporate Communications: Can You Hear Me Now?Jevin Sackett
In earlier posts, I discussed some of the most vital skills required to be a successful Chief Executive Officer. As you may have noticed, the recurring theme in those columns—and many others that have pertained to successfully managing a growing company—was the absolutely essential need for clear and consistent corporate communications.
Mit Convergence Ahead: The Integration of Communication and Marketing präsentiert Weber Shandwick eine qualitative Studie, die den Blick für die zunehmende Überschneidung von Kommunikation und Marketing schärft. Convergence Ahead untersucht die Erfahrungen von Führungskräften, die diese traditionellen Silo-Funktionen bereits erfolgreich zusammengeführt haben.
Für die Studie wurden telefonische Tiefeninterviews mit Kommunikations- und Marketingverantwortlichen (CCMOs bzw. CMCOs) geführt, die in ihrem Unternehmen für die erfolgreiche Bündelung dieser beiden Aufgabenbereiche verantwortlich zeichnen. Als treibende Faktoren für die Konvergenz wurden neben der immer komplexer werdenden Medienwelt auch sich rasant entwickelnde soziale und digitale Technologien sowie die zunehmende Überschneidung von Marke und Reputation identifiziert. Die Studie zeigt neben diesen Faktoren auch Chancen und Herausforderungen einer solchen Strukturveränderung.
In Convergence Ahead hat Weber Shandwick anhand der CCMO-Erfahrungen einen Sechs-Stufen-Plan für eine erfolgreiche Fusion von Kommunikation und Marketing entwickelt.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Weber Shandwick hat sich wieder mit Spencer Stuart zusammen getan und The Rising CCO V veröffentlicht. Diese Studie, die in diesem Jahr in die fünfte Runde geht, untersucht die Erwartungshaltungen von Chief Communications Officers (kurz: CCOs) in Nordamerika, Europa, Lateinamerika und im asiatisch-pazifischen Raum, wie sich ihre Aufgaben und Arbeitsbereiche durch die immer weitere digitalisierte und von Medien zunehmend fragmentierte Welt ändern.
Unsere Rising CCO Studie zeigt, dass CCOs zum einen immer öfter auch digitale und soziale Medien in ihrer Abteilung verantworten müssen, und zum anderen Digital und Social-Media-Experten einstellen müssen, um dem Aufkommen gewahr zu werden. Genauer gesagt hat Social Media den größten Einfluss auf die Arbeit der CCOs. So gaben 91 Prozent der CCOs an, dass sie in Social Media die beste Zukunft sehen, wenn es um wichtige Kommunikationsinstrumente geht.
Die Studie zeigt weiterhin auf, dass CCOs traditionelle und soziale Medien für verschiedene Zwecke nutzen und die Wirksamkeit durch die Integration beider Medienarten in unterschiedliche Kommunikationsaktivitäten erhöht wird. Hier sollten die CCOs die Gelegenheit nutzen, zu verstehen, wann was strategisch am besten genutzt wird.
Watson Helsby's FTSE 100 Group Director of Corporate Communications / Affairs...Samantha Rogers
Each year, to enhance our executive search advisory offer, Watson Helsby publishes a FTSE 100 Group Director of Corporate Communications/Affairs Survey. This provides an intriguing picture of everything from reporting lines and Executive Committee membership to the – ever fascinating – subject of remuneration. The 2018 Survey has just been published.
This has become the most comprehensive and insightful survey of its type, in terms of both the number of companies surveyed and the range of questions we ask/themes we investigate.
Findings include:
• 79% of FTSE 100s employ a Corporate Communications/Affairs Director, a decline year-on year of 2%.
• The percentage of FTSE 100 Corporate Communications/ Affairs Directors who are formal members of the Executive Committee has dropped to 49% this year (from 51%).
• Budgets are generally flat or down (90%). Given a number of factors, including the economic uncertainty created by Brexit. This compares with only 73% reporting flat or down in 2016/17.
• The year 2017/18 has, again, seen considerable change at the top, with 15 companies in the FTSE 100 making changes (vs. 20 the previous year and 16 the year before that). This means that 51 companies have changed their corporate communications/affairs director since 2015 or disbanded the role.
We would welcome any questions or comments.
Nick Helsby is the CEO of Watson Helsby, a specialist communications (external and internal) and corporate affairs/government relations executive search and leadership firm. He has over twenty years headhunting experience, in the UK, Europe, Middle East and Africa, placing senior communications, PR and corporate affairs professionals in some of the world’s leading organisations. He can be found at nickh@watsonhelsby.co.uk for any questions or comments.
The full report is available to download on http://www.watsonhelsby.co.uk/assets/files/FTSE_Report_2018.pdf
Watson Helsby's Annual FTSE 100 Group Director of Corporate Communications/Af...Nick Helsby
Each year, to enhance our executive search advisory offer, Watson Helsby publishes a FTSE 100 Group Director of Corporate Communications/Affairs Survey. This provides an intriguing picture of everything from reporting lines and Executive Committee membership to the – ever fascinating – subject of remuneration. The 2018 Survey has just been published.
This has become the most comprehensive and insightful survey of its type, in terms of both the number of companies surveyed and the range of questions we ask/themes we investigate.
Findings include:
• 79% of FTSE 100s employ a Corporate Communications/Affairs Director, a decline year-on year of 2%.
• The percentage of FTSE 100 Corporate Communications/ Affairs Directors who are formal members of the Executive Committee has dropped to 49% this year (from 51%).
• Budgets are generally flat or down (90%). Given a number of factors, including the economic uncertainty created by Brexit. This compares with only 73% reporting flat or down in 2016/17.
• The year 2017/18 has, again, seen considerable change at the top, with 15 companies in the FTSE 100 making changes (vs. 20 the previous year and 16 the year before that). This means that 51 companies have changed their corporate communications/affairs director since 2015 or disbanded the role.
We would welcome any questions or comments.
Nick Helsby is the CEO of Watson Helsby, a specialist communications (external and internal) and corporate affairs/government relations executive search and leadership firm. He has over twenty years headhunting experience, in the UK, Europe, Middle East and Africa, placing senior communications, PR and corporate affairs professionals in some of the world’s leading organisations. He can be found at nickh@watsonhelsby.co.uk for any questions or comments.
The full report is available to download on http://www.watsonhelsby.co.uk/assets/files/FTSE_Report_2018.pdf
Watson Helsby's Annual FTSE 100 Group Director of Corporate Communications/Af...Nick Helsby
Each year, to enhance our executive search advisory offer, Watson Helsby publishes a FTSE 100 Group Director of Corporate Communications/Affairs Survey. This provides an intriguing picture of everything from reporting lines and Executive Committee membership to the – ever fascinating – subject of remuneration. The 2018 Survey has just been published.
This has become the most comprehensive and insightful survey of its type, in terms of both the number of companies surveyed and the range of questions we ask/themes we investigate.
Findings include:
• 79% of FTSE 100s employ a Corporate Communications/Affairs Director, a decline year-on year of 2%.
• The percentage of FTSE 100 Corporate Communications/ Affairs Directors who are formal members of the Executive Committee has dropped to 49% this year (from 51%).
• Budgets are generally flat or down (90%). Given a number of factors, including the economic uncertainty created by Brexit. This compares with only 73% reporting flat or down in 2016/17.
• The year 2017/18 has, again, seen considerable change at the top, with 15 companies in the FTSE 100 making changes (vs. 20 the previous year and 16 the year before that). This means that 51 companies have changed their corporate communications/affairs director since 2015 or disbanded the role.
We would welcome any questions or comments.
Nick Helsby is the CEO of Watson Helsby, a specialist communications (external and internal) and corporate affairs/government relations executive search and leadership firm. He has over twenty years headhunting experience, in the UK, Europe, Middle East and Africa, placing senior communications, PR and corporate affairs professionals in some of the world’s leading organisations. He can be found at nickh@watsonhelsby.co.uk for any questions or comments.
The full report is available to download on http://www.watsonhelsby.co.uk/assets/files/FTSE_Report_2018.pdf
The current age of hyper transparency requires more public presence of corporate managers. In today’s business world, some of the most valued behaviours include taking part in events, being accessible to the media and available in social networks, sharing new insights and trends, playing a visible role in society or featuring on the corporate video channel.
This document includes detailed percentages about different aspects that show the interdependence between CEO reputation, company reputation, and market value and it’s based on the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era, carried out by Weber Shandwick, in partnership with KRC Research, who sought to quantify the value of CEO reputation and measure the importance of CEO engagement. They conducted a survey of more than 1 700 executives that worked in companies with revenues of $500 million or more and represented 19 countries around the world.
Besides, it explains what CEO’s attitudes are more valued, what activities CEOs should do and what are the core competences for a CEO to Gain a Good Reputation.
It also talks about the perceptions of the highest executive power depending on gender. However, apart from these small differences, the reputations of male and female CEOs contribute approximately the same levels to the market value of their firms.
It ends up with some suggestions to maximize CEO's public presence and benefit corporate reputation.
Document written by Corporate Excellence – Centre for Reputation Leadership, quoting the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era prepared by Weber Shandwick in collaboration with KRC Research in in 19 countries around the world from surveys of more than 1 700 executives of companies invoicing 500 million USD or more and released on March 2015.
The State of Our Art: Latest Trends in the Field of European CommunicationsDavid Willows
Presentation given at the CASE Europe Annual Conference 2009 (Liverpool, UK) in collaboration with the European Association of Communication Directors.
In this report, the Institute of Directors (IoD) has joined forces with the Chartered Institute of Public Relations (CIPR) to look at ways in which organisations can best employ public relations to ride market turbulence and ensure they are fit for the future.
You’ll find the results of our recent survey which showcases how UK directors see and use public relations. You’ll also find a raft of practical ways in which your business can utilise PR and each chapter has five top tips to get you started.
After surveying 100 communication professionals, we believe there is an important opportunity for communication professionals to engage in a further discussion and exploration with one another to discover practical approaches for advancing the profession.
Post you reflections here to continue the conversation.
Ready to launch the greatest social media campaign ever? In many organizations, you'll have to get the approval of a senior leadership team. In this presentation, you'll learn a variety of insights, strategies and tactics for overcoming executive resistance toward social media efforts.
Presented by Ryan Cohn, Vice President of Social/Digital Operations at Sachs Media Group, at the Social Fresh EAST Conference in Tampa on April 19, 2013.
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
Similar to The European Chief Communications Officer (20)
Differences in Employee Engagement
Employee Communication
Ratings of Employer Communications
Frequent/Infrequent Users of Technology
Usage of Communication Channels b
Suggestions for Improvement
Respondent Profiles
Industrialized vs. Non-Industrialized Country
Country-Specific
Industry
HOW
COMMUNICATIONS
SUPPORTS
SUSTAINABILITY:
5 TRENDS
Creating an environment for effective stakeholder dialogue
“Under-engagement is the biggest risk.”
Using transparency to build trust
“Not understanding and listening … is a sure way to create mistrust.”
Integrating communications to enhance sustainability efforts
“Communication is not just what we say but how we react to
queries from stakeholders.”
Prioritising internal communication and corporate culture
“Everyone is an ambassador of the company.”
Measuring impact
“We are linking manager performance to how quickly they respond
to grievances.”
What do you want from this session?
- first timers to employee research?
- some involvement – want to move forward?
- experienced: looking for new ideas?
Let’s look at how to jump the pitfalls
And join the stars
Digital media and particularly social
media, has revolutionised the way that
tens of millions of individuals engage,
communicate, relate and socialise. It has
also revolutionised the manner in which
news and opinion is seeded, developed,
shared and distributed, as well as the
speed at which all of the above takes place.
This guide aims to provide constructive advice to senior digital professionals and those aspiring to
such roles. Contained within this guide:
The key challenges for digital leaders, including how to identify what you want from
your career and the different points to consider when advancing your career.
A discussion of digital leader roles, including examples from both the client and agency
side and advice on working in either a freelance or consultancy role.
The skills required to be a leader, including practical examples of when these skills were
used well and not so well.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Not-for-profit organization
Provides a global network of business communication professionals in more than 80 countries
Committed to improving organizational effectiveness through strategic communication
More from International Association of Business Communicators UK (14)
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Canadian Immigration Tracker March 2024 - Key SlidesAndrew Griffith
Highlights
Permanent Residents decrease along with percentage of TR2PR decline to 52 percent of all Permanent Residents.
March asylum claim data not issued as of May 27 (unusually late). Irregular arrivals remain very small.
Study permit applications experiencing sharp decrease as a result of announced caps over 50 percent compared to February.
Citizenship numbers remain stable.
Slide 3 has the overall numbers and change.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Up the Ratios Bylaws - a Comprehensive Process of Our Organizationuptheratios
Up the Ratios is a non-profit organization dedicated to bridging the gap in STEM education for underprivileged students by providing free, high-quality learning opportunities in robotics and other STEM fields. Our mission is to empower the next generation of innovators, thinkers, and problem-solvers by offering a range of educational programs that foster curiosity, creativity, and critical thinking.
At Up the Ratios, we believe that every student, regardless of their socio-economic background, should have access to the tools and knowledge needed to succeed in today's technology-driven world. To achieve this, we host a variety of free classes, workshops, summer camps, and live lectures tailored to students from underserved communities. Our programs are designed to be engaging and hands-on, allowing students to explore the exciting world of robotics and STEM through practical, real-world applications.
Our free classes cover fundamental concepts in robotics, coding, and engineering, providing students with a strong foundation in these critical areas. Through our interactive workshops, students can dive deeper into specific topics, working on projects that challenge them to apply what they've learned and think creatively. Our summer camps offer an immersive experience where students can collaborate on larger projects, develop their teamwork skills, and gain confidence in their abilities.
In addition to our local programs, Up the Ratios is committed to making a global impact. We take donations of new and gently used robotics parts, which we then distribute to students and educational institutions in other countries. These donations help ensure that young learners worldwide have the resources they need to explore and excel in STEM fields. By supporting education in this way, we aim to nurture a global community of future leaders and innovators.
Our live lectures feature guest speakers from various STEM disciplines, including engineers, scientists, and industry professionals who share their knowledge and experiences with our students. These lectures provide valuable insights into potential career paths and inspire students to pursue their passions in STEM.
Up the Ratios relies on the generosity of donors and volunteers to continue our work. Contributions of time, expertise, and financial support are crucial to sustaining our programs and expanding our reach. Whether you're an individual passionate about education, a professional in the STEM field, or a company looking to give back to the community, there are many ways to get involved and make a difference.
We are proud of the positive impact we've had on the lives of countless students, many of whom have gone on to pursue higher education and careers in STEM. By providing these young minds with the tools and opportunities they need to succeed, we are not only changing their futures but also contributing to the advancement of technology and innovation on a broader scale.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
2. Introduction
European Chief Communications Officers (CCOs) are taking on
expanded and highly strategic roles today, well beyond the traditional
responsibilities of media relations, internal communications, issues/crisis
management, and executive communications. CCOs across Europe are
increasingly involved with corporate advertising and/or branding,
corporate reputation and, more recently, social media. In fact, more
than half of respondents to the 2013-2014 Korn Ferry European Corporate
Communications Officer survey reported that social media strategies
have been added to their mandates in the past 24 months, consuming an
ever-greater amount of time, resources, and attention.
When coupled with similar findings from the 2012 Korn Ferry survey of
CCOs in Fortune 500 companies (our third such survey in the U.S.), a
stronger embrace of social media emerges as a global trend. This
burgeoning channel of communication is being used for much more
than monitoring comments posted by others or to respond in times of
crisis. Today, CCOs are using social media proactively to position their
organizations in a positive light and as a tool of engagement with key
audiences such as media, NGOs, policymakers, consumers, and the public
at large.
The 2013-2014 Korn Ferry European Chief Communications Officer
Survey is the Firm’s first-ever exploration of the responsibilities,
mandates, concerns, and priorities for pan-European CCOs, tapping into
the insights and experiences of CCOs from among the top 300 European
companies in ten European countries.
Country Locations of Pan-European CCOs Surveyed
Belgium Netherlands
Finland Spain
France Sweden
Germany Switzerland
Italy United Kingdom
3. 3
Executive summary
Amid an increasingly complex environment to manage corporate
reputation, influence consumer acceptance and public opinion, and
communicate with a widening array of engaged and vocal stakeholders,
chief communications officers (CCOs) across Europe are taking on greater
strategic roles, according to the 2013-2014 Korn Ferry European Chief
Communications Officer Survey. CCOs of large organizations with a pan-
European and often global reach reported that an important component of
their roles is to ensure operational excellence as part of the senior
leadership arsenal of talent and strategic skill sets. Reflecting the
importance of this role, the vast majority of CCOs (+70 percent) report to the
CEOs of their organizations. Similarly, according to Korn Ferry research,
top communications executives in the U.S. most commonly report to the
CEO (43 percent), and if not, to someone in the C-suite.
Figure 1
European CCOs report to the top
Chief Executive Officer
Chief Operating Officer
Chief Marketing Officer
General Counsel
Head of Strategy
President
Other
3.5%
3.5%
3.5%
71.9%
1.7%
1.7%
14.0%
0% 20% 60%40% 80% 100%
Unique to the European CCO role—and highlighting a competency for global
leaders in this practice—is the ability to foster and support enterprise-wide
corporate culture and values, while bridging diversity across multiple
countries and languages. (One CCO surveyed reported job responsibilities
across 32 countries and 27 languages.) An added complexity is the need to
influence opinion leaders both within a particular country as well as across
the European Union, which requires cultural sensitivity and savvy, as well
as awareness of how business is conducted within one country and across
Europe.
4. 4
Figure 2
Reporting structure of CCOs in the US (2012)
Chief Executive Officer
Co-Chairman or
Vice Chairman
President
Chief Marketing Officer
Chief Human
Resources Officer
Chief Administrative
Officer
Chief Financial Officer
Chief Operations Officer
General Counsel
Head of Corporate or
External Affairs
Other
1.4%
1.4%
7.4%
42.5%
9.5%
12.8%
3.4%
3.4%
6.1%
6.1%
6.1%
0% 20% 60%40% 80% 100%
Korn Ferry’s Global Corporate Affairs Practice conducted the survey of those
leading the communications function at major European firms during
October 2013, to assess the priorities that receive most of their attention and
efforts, and to identify new mandates that have been added to their roles in
the past 24 months.
5. 5
A seat at the leadership table
More than ever, CCOs across Europe, like their counterparts in the U.S., are
taking a seat at the leadership table, as corporate officers and/or part of the
senior leadership team.
Figure 3
Are you a corporate officer?
Yes
38.6%
No
8.7%
No, but part
of Senior
Leadership Team
52.6%
Leadership skills have taken on more significance for CCOs over the past few
years, primary among them understanding the business (identified by 73
percent of respondents)—in other words, business acumen, functional/
technical skills, and technical learning. As one senior CCO observed, the
distinct skill sets for which these leaders were hired in the past, although
still important, take second place to the “managerial maturity” required to
build and run a business function tasked with handling “many of the more
confusing items on the CEO’s to-do list.” As CCOs become advisers and
strategists, their roles have never been as important, and their ability to
influence and impact leadership teams has never been as great.
6. 6
Leadership characteristics that have become more
important to European CCOs
Understanding the Business 73%
Making Complex Decisions 51%
Character and Ethics 47%
Creating the New & Different 42%
Being Organizationally Savvy 38%
Courage 36%
Inspiring and motivating teams and direct reports 36%
Results focus 35%
Developing talent and leadership in direct reports 35%
Managing Up 27%
Managing teams, delegating work, evaluating people 22%
European CCOs identified strategic characteristics that are shared with
other C-level executives such as chief marketing officers (CMOs), chief
financial officers (CFOs), and chief human resources officers (CHROs). Thus,
for CCOs in Europe, as well as their U.S.-based counterparts, leadership
skills that enhance decision making, innovation, and the courage to take a
stand and handle conflict allow them to be drawn increasingly into
leadership’s “inner circle.” As we have seen in our work with organizations
across industries, global CEOs tend to be “agnostic” about where strategic
input comes from, whether a CCO, a CMO, or other senior executives. More
important is the person’s ability to provide a 360-degree perspective of the
landscape, an attitude and skill set that uniquely positions the savvy CCO
within the leadership circle—acting more like a “chief collaboration officer.”
More important is the person’s
ability to provide a 360-degree
perspective of the landscape, an
attitude and skill set that
uniquely positions the savvy
CCO within the leadership
circle—acting more like a “chief
collaboration officer.”
7. 7
Responsibilities that receive more
attention from European CCOs today
Providing leadership on reputation, values and
culture across the enterprise 98%
Designing systems, such as an enterprise-wide
social media strategy 91%
Defining and activating corporate character 78%
Developing and publishing content for
external stakeholders 67%
Understanding behavioral science to inform
stakeholder engagement 55%
Other 42%
Social media
As part of the senior leadership team, highly skilled European CCOs, like
their U.S. counterparts, contribute significantly to the organization’s ability
to take on the social media challenge. Although social media channels are
used by other functions, such as marketing, CCOs are uniquely positioned
to devise, implement, and manage an overarching strategy that
encompasses all stakeholders —particularly when the leadership team
has a limited grasp of new channels of communication and its impact
on the business. As one CCO commented, “There is very little C-suite
understanding of these [channels]. People on the team are not capable
of managing the new world of online and social media” in the broader
business environment.
Critical challenges facing pan-European CCOs today:
• Personally ensuring that functional leaders are able to influence,
challenge, and advise to the degree necessary, to influence outcomes
internally and externally.
• Mobilizing employees at all levels of the organization, attracting and
retaining talent, developing trust and confidence in an interactive
communication world.
• Linking brand strategy to corporate strategy and ensuring the
corporate message is aligned enterprise-wide.
8. 8
The reality for many European CCOs, as respondents noted, is that
organizations are not fully capturing the potential of social media,
particularly the opportunity to enhance and manage the corporate
reputation using this and other online channels. Moreover, social media
strategies go far beyond the defensive role of crisis communication and
monitoring/influencing reports about the organization. Indeed, CCOs are in
a position to use the extensive and still largely untapped reach of social
media to generate and distribute content that positively, and proactively,
influences a variety of stakeholders including consumers, the media, the
public at large, and policymakers.
Beyond its importance, social media is emblematic of a shifting business
landscape, with greater fragmentation among stakeholders and channels
with which to reach them. Inherent in the new communications terrain is
“noise fog”; this makes it challenging for a company and its message to be
heard and to distinguish what important voices are saying. “Add to that the
loss of trust in institutions and the attendant loss of authority of those
institutions, and it becomes more difficult to focus on what’s most
relevant and important in a company’s narrative,” a CCO observed.
On the minds of pan-European CCOs:
• The speed of information and the change in how stakeholders
gather it through various media channels
• Conflicting demands of different and increasing number
of stakeholders
• Leveraging social media (offensively and defensively) and the
risks associated with it
Although social media channels
are used by other functions,
CCOs are uniquely positioned to
devise, implement, and manage
an overarching strategy that
encompasses all stakeholders.
9. 9
Social media
Advertising
and/or branding
Other marketing
activities
Corporate
communications
CSR/Corporate
philanthropy/foundation
Corporate
reputation
Event management
(e.g. trad...)
Marketing
(CMO)
Community
relations
Public policy
56.5%
21.7%
21.7%
17.3%
17.3%
13.0%
8.7%
4.3%
4.3%
4.3%
0% 20% 60%40% 80% 100%
Figure 4
New mandates for European CCOs
Have any of these areas been added to your mandate just in the last 24 months?
The talent challenges
The multiple and highly complex demands on the CCO raise a talent
challenge. People with digital/social-media backgrounds tend to be younger
and lack in-depth leadership experience. At the same time, today’s CCO, as
an “integrator and collaborator” working across functions, shoulders far more
than the “traditional PR” responsibilities of the past. As we see in our work
with clients across industries and geographies, the successful CCO role
requires a unique combination of skills: a strategic orientation with many
years of experience (often 20+); deep and highly nuanced skills such as
critical judgment, high emotional quotient (EQ), courage to push back/make
tough decisions, and business sensibility; cultural dexterity, strong
relationship building/diplomacy skills, and a proven track record on
complicated issues such as corporate reputation and building relationships
with stakeholders; and the ability to learn new approaches that can be put
into a broader business context.
10. 10
Social media
strategy
Community relations
Corporate social
responsibility
Corporate philanthropy
Corporate
advertising/branding
Event management
Government Relations
Public policy
Marketing
Investor relations
Corporate strategy
67.3%
57.1%
57.1%
55.8%
43.5%
38.8%
24.5%
20.4%
18.4%
12.9%
10.2%
0% 20% 60%40% 80% 100%
Figure 5
New mandates for Fortune 500 CCOs
Have any of these areas been added to your mandate just in the last 24 months?
This balance of tried-and-true functional experience, leadership, and
judgment, with knowledge of cutting-edge technology and techniques
highlights the importance of learning agility as a leadership trait.
Korn Ferry defines learning agility as the ability and willingness to
learn from experience, and subsequently apply that learning to perform
successfully under new or first-time conditions. High-potential, learning
agile executives are curious, creative, and resourceful; thrive in new,
complex, and ambiguous situations; get to the essence of any problem;
and inspire others to embrace change and achieve results. Moreover,
learning agility is among the growth capacity traits of leaders that translate
into higher corporate profit margins (Lewis, May 2013).
11. 11
The ‘bridge’ to crucial audiences
As their jobs expand, European CCOs (like those in the U.S.) are uniquely
qualified to provide feedback from the broadest variety of audiences—
consumers, NGOs, policymakers, board members, partners/vendors,
employees, and others. In addition, new and emerging areas such as social
media are blurring the lines between the CCO function and other areas,
such as marketing or strategy.
That’s not to say that CCOs are taking the place of or infringing upon their
senior leadership counterparts; rather, it points to the need for a unified,
collaborative, and coordinated approach to manage new or emerging
initiatives such as social media that don’t have a clearly defined owner
within the organization. Within that team, the CCO often takes the
leadership role, pulling others together to work collaboratively for
greater effectiveness and impact.
Key comments from CCOs:
• Manage corporate reputation; make sure the company is seen
externally and internally as a “good” citizen, as well as “effective”
• Internal communications is increasingly important, especially as
employees have/are using social media tools
• Need to get closer to NGOs and policy influencers (playing offense
and defense)
• Describe what the company does in a way that connects both inside
and outside the company—not only using data, but also stories to
communicate
• Ensure global alignment on priorities, desired impact, and key
performance indicators
The global elite CCOs
Among CCOs, there is a distinct group who form a “global elite,” working
for some of the most significant organizations in Europe and the U.S. These
distinguished CCOs, who often come from strategic policymaking roles
(including government), are deeply embedded in their organizations as
strategists and advisers to the CEO. Their purview extends beyond the pure
communications mandate, encompassing broad oversight and responsibility
for areas such as corporate social responsibility, consumer relations,
strategy, corporate marketing, and public policy, government relations, and
investor relations. Typically, these elite CCOs occupy a high-impact “inner
circle” role, but with a very low profile in the public eye, which calls to mind
a political adviser/strategist to a top governmental leader. Having a high
degree of savvy, responsibility, influence, and discretion earns them
lucrative compensation packages on par with the elite/highest-paid
executives in their organizations.
12. 12
These top-notch strategists/advisers are not found in every company.
However, they may be a harbinger of changes to come even among more
traditional CCOs who are taking on responsibilities and duties of greater
influence and impact, or who may be well positioned to step up to a larger,
yet-to-be defined role in their organizations. As one CCO commented about
C-suite expectations for the role: “Does [the enterprise] have sufficient
quality of people globally to execute a more sophisticated and challenging
agenda? Do we have the right level of involvement and engagement…in
order to address some of the public policy issues we face, [and] prioritisation
and focus on the right issues and desired outcomes as an industry?”
CCOs who possess the right skill sets and learning agility will be in demand
as advisers who can (and will) carve out bigger roles for themselves. Those
who can step up to the challenge, add value, and earn the trust and
confidence of the CEO are charting their own courses across what is
becoming an open field of opportunity as roles morph and change.
As greater demands are placed on CCOs, the need is for experienced
individuals with not only a depth of expertise in the function, but also
the leadership capabilities to address an increasingly complex and dynamic
business landscape. They must be talented leaders and innovative
communicators (as one CCO described it, “storyteller, charmer, and
relationship-builder”) with well-established contacts in a network that
includes key stakeholder groups. In addition, understanding societal,
economic, political, and leadership trends is key, in order to take ownership
of the corporate narrative internally, externally, and across all channels.
Showcasing their experience, the majority of European CCOs surveyed (63%)
have worked for three to five companies (including their current one).
Current positions range across a number of industries, including banking/
insurance/financial services, consumer/retail, energy/utilities, healthcare/
pharmaceutical, and industrial/manufacturing. Prior industry experience
was dominated by media/entertainment and consumer/retail.
Typically, these elite CCOs occupy
a high-impact “inner circle” role,
but with a very low profile in
the public eye, which calls to
mind a political adviser/strate-
gist to a top governmental
leader.
13. 13
Compensation
Base salaries covered a wide range, from €100,000 to more than €600,000,
with the bulk of respondents (80 percent) paid between €150,000 and
€375,000 (2012 salary data). Within that range, nearly half (42 percent of
respondents) received base salaries of between €150,000 and €250,000.
Nearly one-third (31 percent) of respondents reported bonuses that amount-
ed to more than 50 percent of their base salaries, while another 18 percent
received bonuses that were 40 to 50 percent of their base salaries. In total,
they accounted for nearly half of all respondents.
More than three-quarters (78 percent) of respondents said they receive
annual equity as part of their compensation packages. Of those receiving
equity compensation, nearly half (46 percent) said they received a combina-
tion of restricted stock units, stock options, and performance shares. Among
the individual equity components, the most commonly received alone were
performance shares (33 percent of respondents).
100 – 149K
150 – 174K
175 – 199K
200 – 224K
225 – 249K
250 – 274K
275 – 299K
300 – 324K
325 – 349K
350 – 374K
375 – 399K
400 – 424K
425 – 449K
450 – 599K
600 – 625K
14.2%
7.1%
7.1%
5.3%
5.3%
10.7%
10.7%
10.7%
8.9%
5.2%
3.5%
3.5%
1.7%
1.7%
1.7%
0% 20% 60%40% 80% 100%
Figure 6
Base compensation (in euros)
The median base
salary for CCOs is
between €275,000
and €300,000.
14. 14
None
Less than 100,000
100,000 to 199,999
200,000 to 299,999
300,000 to 399,999
400,000 to 499,999
500,000 to 599,999
600,000 to 1,199,999
1,200,000 – 1,699,999
1,799,999 and above
9.0%
6.9%
4.6%
4.6%
2.3%
22.7%
25.0%
18.2%
4.6%
2.3%
0% 20% 60%40% 80% 100%
Figure 8
Annual equity valuation (in euros)
The median annual
equity valuation for
CCOs was between
€300,000 and
€399,999 Euros
References
Lewis, James. May 2013. “Proof Point: Leadership That Drives Profits.”
Korn Ferry Institute.
No annual bonus
1-19%
11-15%
16-20%
21-25%
26-30%
31-35%
36-39%
40-50%
More than 50%
1.8%
3.6%
12.7%
12.7%
16.3%
30.9%
5.4%
5.4%
10.9%
0% 20% 60%40% 80% 100%
Figure 7
Bonus as a percentage of gross annual salary
Nearly 50% of the
CCOs had a bonus
of 40% or more
15. 15
Authors
Richard Marshall
Managing Director, Global Corporate Affairs Center of Expertise
200 Park Avenue, 33rd Floor
New York, New York 10166
+1 212-973-5816
richard.marshall@kornferry.com
Philiep Dedrijvere
Senior Client Partner
Avenue Louise 489 – 1050
Brussels, Belgium
+1 32 2 645 28 47
philiep.dedrijvere@kornferry.com
Other members of the Global Corporate Affairs Practice
Nels Olson
Global Practice Leader, Government Affairs Practice
1700 K Street, N.W., Suite 700
Washington, D.C. 20006
+1 202-955-0926
nels.olson@kornferry.com
Beth Fowler
Senior Client Partner
1700 K Street, N.w., Suite 700
Washington, D.c. 20006
+1 202-955-0938
E-Mail: beth.fowler@kornferry.com
Megan Shattuck
Client Partner
200 Park Avenue, 33Rd Floor
New York, NY 10166
+1 212 984- 9430
megan.shattuck@kornferry.com