The role of the Corporate Communication Director or Chief Communications Officer is gaining more weight in organisations, combining various strategic functions from managing some key intangibles, such as brand and reputation, to communication
Marketing is not effective and no longer yields expected results, advertising has become trite and ineffective, traditional public relations fail to reach new audiences and digital communities, communication tools used by companies in the past lost a good part of their capacity to generate value and are no longer useful for companies because the rules of the game have changed.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references, among other sources, to the statements made by Joan Costa, an expert on communication, design, sociology, profesor of the University of Mexico and a member of the Corporate Excellence Board, during the panel discussion titled “Communication Innovations in Business and the Mass Media”, organised at the Faculty of Information Sciences, Complutense University in Madrid, on April 10, 2012, and his book “El Dircom hoy” (Communications Director Today) published by CPC Editor.
Article Corporate Excellence
In the 21st century, big corporations need a sustainability and differentiation model as products and services offered to customers by different companies are becoming more and more similar. In this context, companies understand that their strategy should be focused on intangibles, such as the brand, communication, public affairs, etc. Reputation is turning into the field of competition for companies, countries and institutions. In order to successfully navigate in this new reputation-focused economy, we need leaders capable to understand the new environment, who possess deep knowledge of the expectations of the stakeholders.
This new role, a Chief Reputation Officer, is discussed in the research titled The Chief Reputation Officer, a New Model of Corporate Reputation, carried out by the University of Malaga.
Refreshing the Role of Internal Communications: A critical business response ...guest52b098
Internal communications has a vital role to play in driving the value of business relationships.
Amidst tighter wallets and shrinking budgets, the need for businesses to make the most of their marketing manpower is stronger than ever.
An overview of the 9 performance accelerators to be adressed when struggling to become a Next Generation Workplace.
Made for Accenture to promote the Next Generation Workplace campaign and the power of Collaboration.
Article Corporate Excellence
In the 21st century, big corporations need a sustainability and differentiation model as products and services offered to customers by different companies are becoming more and more similar. In this context, companies understand that their strategy should be focused on intangibles, such as the brand, communication, public affairs, etc. Reputation is turning into the field of competition for companies, countries and institutions. In order to successfully navigate in this new reputation-focused economy, we need leaders capable to understand the new environment, who possess deep knowledge of the expectations of the stakeholders.
This new role, a Chief Reputation Officer, is discussed in the research titled The Chief Reputation Officer, a New Model of Corporate Reputation, carried out by the University of Malaga.
Refreshing the Role of Internal Communications: A critical business response ...guest52b098
Internal communications has a vital role to play in driving the value of business relationships.
Amidst tighter wallets and shrinking budgets, the need for businesses to make the most of their marketing manpower is stronger than ever.
An overview of the 9 performance accelerators to be adressed when struggling to become a Next Generation Workplace.
Made for Accenture to promote the Next Generation Workplace campaign and the power of Collaboration.
Omobono explains how analysing SME relationships can improve the ways in which government and business communicate to SMEs to develop a win-win relationship.
Leadership, Intangibles & Talent Q2 2009 Four GroupsFour Groups
Reading through this quarter’s articles, there were plenty of pieces rehashing practical tips on how to deal with the recession. However, there are a number of interesting ideas and themes lurking beneath the surface. * Intangibles such as engagement, networking and collaboration are hot topics but managing these issues is easier said than done * New technologies have the potential to revolutionise the way we understand organisational behaviour, although the appetite for this information is as yet unclear * Line managers can play a pivotal role in developing engaged employees and this has implications for how organisations approach talent management * Firms are waking up to the importance of engagement, in these recessionary times, once costs have been stripped out, the need to do more with less is paramount * Knowledge is key to value creation but how we educate and train for working with this often intangible and unpredictable environment is unknown
Traditional communication is giving way to innovative approaches and tools that are shaping a new kind of communication focused on people.
Corporate communication is transforming into a dialogue that promotes listening and learning due to the social changes accelerated by new technologies, stakeholders’ extensive experience of relations with companies, globalization and the opening of different markets.
Communication and reputation management are based currently on a positive promotion and need to be open to share its business experience, culture and projects. Now the aim is to create real connections and achieve explicit support by upholding causes that go beyond purely business and economic goals.
According to Interbrand, brand accounts for 38% of a company’s total value and it is important ton consider it as a key element that forms commitment and long-term attachment by stakeholders.
There are ten dimensions determine a brand’s strength and its position in the market and the society: relevance, authenticity, accessibility, differentiation, consistency, exposure, clarity, commitment, responsiveness and protection.
Companies need to understand that brands can transform and improve societies. But in order to achieve this level, organizations need to behave seriously, coherently and ethically to improve their reputational profile in the eyes of the society and their stakeholders.
To better understand how this affects communication, this document explains the case of Nestlé: Several years ago some brand attributes of the company started deteriorating because they were associated with some burning international problems, such as child labour and fair trade. This delivered a blow to the company’s reputation and urged the company to strengthen its leadership in the area, reinstating its positive and ethical association with nutrition.
Besides, the role of the Communications Director is acquiring increasingly strategic and holistic perspective which in practice means the following: more globalization and responsibility, more listening and transparency, more coordination and reputation, more development and adaptation.
Communication in its traditional form is no longer useful. Pure communication is not able to create a link with the stakeholders and influence the society. In order to achieve it, companies simply have to do what they say rather than talk about what they will do in future. Intangible assets, especially identity and reputation, allow companies to align the discourse and the project in a mutually beneficial dialogue. Values should not only be stated, but also practiced in everyday activities.
As the old saying goes, if you don’t communicate, you don’t exist. Today, inorder to bring this idea up-to-date, we may say that we don’t exist if we don’t communicate internationally. Internationalization as well as the digital world and management of risks associated with these environments, are fundamental for a new communication that professionals are facing today.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references to the 2013 European Communication Monitor, drawn up by the European Public Relations Education and Research Association (Euprera), the European Association of Communication Directors (EACD), and sponsored by Ketchum-Pleon.
Corporate Excellence - Centre for Reputation Leadership ha organizado una conferencia para el próximo 30 de enero que contará con la participación del académico Cees van Riel, profesor de Comunicación Corporativa en la Rotterdam School of Management y vicepresidente de Reputation Institute.
El acto se desarrollará en el Auditorio de ESADE. En el acto presentaremos una investigación muy relevante sobre los factores de éxito que marcarán el futuro de los Directores de Comunicación.
Se trata de una investigación internacional en la que han participado 117 Directores de Comunicación de las empresas más reputadas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, y países relevantes de América Latina, como Brasil, México, y Chile.
Las plazas son limitadas por lo que te animamos a que reserves la fecha en tu agenda y contactes lo antes posible con Marina Fernández (marina.fernandez@corporateexcellence.org) para garantizar tu plaza.
Thesis Corporate Excellence
The image of Spain, generated and maintained by the most influential business periodicals in the world, has suffered a progressive and profound setback during the last several years. Such is the conclusion of the author of The Image of Spain in the Leading Economic Periodicals PhD thesis, which analyses around 1,300 articles about Spain published in The Wall Street Journal and The Financial Times in 2007, 2008, 2009 and 2010.
If in the end of 2007 Spain projected an image of an attractive, dynamic and solvent country, largely due to the dynamic activity of its enterprises abroad, in the following years the perception changed radically, and according to the author, the evaluation of Spain today may be labelled as unfavourable.
Thus the image of Spain has suffered a profound setback which may accelerate in the medium term. However, despite this general deterioration of the image, Spanish companies such as Banco Santander, BBVA, Telefónica and Iberia have managed to distance themselves from the negative image of the country and have been given neutral or positive treatment by the two analysed periodicals
Cases Corporate Excellence
What is key for making social activity an important element in developing a CSR policy? How can these policies be aligned with business objectives? How can one differentiate social activity from pure marketing or sponsorship?
In the recent debate, it seems that those are right who believe that the objective of CSR is risk management and creating opportunities in the social, economic, environmental and labour dimensions of the enterprises. But if this management is being developed only as a function of a company’s interests with the objective to improve its performance and financial results, it may help to achieve management excellence, but will not make the company a socially responsible actor. In order to be recognized as a socially responsible company, it’s important to take into account not only internal benefits, but also the benefits of various stakeholders, especially the benefits of the society itself.
These observations are especially important in the context of an increased activity of foundations pertaining to different companies
The authors of the book Dircom: Comunicar para transformar (CCO, Communicate to Transform), professors and researchers Pilar Buil and Pablo Medina, from the University of Navarra, wonder which strategies are the best to be successful on the long term considering intangible assets such as reputation. Thus, companies need to do things right and then tell about it to be able to consider the perceptions of their stakeholders.
It is also important to try to raise the communication discourse and include it in the agenda of the senior management because it needs to be long-term oriented and sustainable. In this book, Buil and Medina analyse the situation and offer a communication foresight based on interviews with CCOs from some of the biggest Spanish companies (Banco Santander, Repsol, Gas Natural Fenosa, Acciona, Inditex, CaixaBank, Mercadona, Telefónica and Mutua Madrileña).
It addresses important issues such as internal communication, circles of trust, reputation rankings or communication goals in this new context.
Branding evolved from the focus on the visual design, logos, symbols, colours and fonts to a broader concept, where strategy plays a fundamental role. Brands became the drivers of differentiation and reputation and a key action tool.
Brands are essential for establishing relations between companies and their stakeholders. They generate links and create connections, which enable companies to obtain support, trust and cooperation of their stakeholders and thus create value and become the cornerstones of the business strategy.
Profits for a company are like red blood cells for people, but are profits the only thing that matters? Life needs other motivation reasons that would inspire stakeholders to trust and love those companies that have a superior life purpose that determines their behaviour.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership, and contains references to Conscious Capitalism by John Mackey, Co-CEO of Whole Food Market, and Raj Sisodia published by Harvard Business Review Press in 2013.
Communication and technology are proving to be the true engines for progress nowadays. Today, the big challenge for companies is to understand and manage their context.
Thus, the figure of influencers is essential for companies, who consider them as a basic active for brands because of their ability to influence through the new digital channels.
It is also important to understand that this new context promotes communication models based on the contents, corporate values or business ethics. Storytelling is, in this sense, an important element that helps audiences establish their view of reality, generate human emotions associated to the brand and in consequence create feedback as feelings, which favour the consumers’ engagement.
In this context, employee alignment is fundamental for any company. It is also very positive to have clearly defined mission, vision, and values. Working atmosphere is also important as it impacts on business outcomes and helps a company to gain a better reputation among its key stakeholders. It is essential to promote innovation and a values-oriented leadership.
This new upcoming landscape is based on the speed at which change overcomes, and a large volume of available, varied information. These three axes unveil a business management model in tune with the times and in a decidedly technological environment. Consequently, Big Data has transformed the world as we knew it, turning users into content managers. Besides, the new technological context and the arrival of Big Data have also had important consequences in the IT field. Besides, the new technological context and the arrival of Big Data has also had important consequences in the IT field.
Listening to the public is the government’s juridical responsibility and all management must display an integrating attitude, organising and managing the large volumes of available information that is within our reach. Technologic development becomes a useful tool to measure, evaluate and control the different scenarios that can arise in business but which, at the same time, current circumstances demand a very person-oriented focus.
Under this framework, companies need to bear in mind the important role employees play, vouching for their business project and their company’s competitiveness within the market.
The phenomenon of brands has transformed the economy and people’s way of life all around the world. Brands constitute part of both the economic dimension (as a business tool) and the social dimension (as a sociological phenomenon) and have the power to change them.
Martin Kornberger, Professor at the Copenhagen Business School, in his book “Brand Society” defends that brands are used to obtain immediate economic returns rather than to transform the society and people’s lives that in turn would lead to economic results and it’s time to change the situation and try to establish close and well-coordinated relations between producers and consumers.
Nowadays, brands represent a new form of organising production and managing consumption and are transcending their habitual domain (organisation) and stretch the borders of influence. They should conform to a formula that combines magic and logic, this is, brands need to provide solutions for improving our lives and at the same time leave impressions in our lives.
The monopoly of businesses for instituting organisation and production is giving way to creativity of communities and social networks. Boundaries between the internal and external are disappearing, enabling greater interaction between stakeholders. Organisational culture is changing towards lower fragmentation and fewer internal divisions. Management is no longer governed by the ideas of authority and control, and includes more elements of autonomy and cooperation.
Regarding this aspect, brands challenge the traditional identity of companies, their capacity to innovate and their organisational culture by putting them in touch with new realities and needs and helping them to understand the changes in the society, economy and capitalism.
Capitalism used to be cold, rational and mechanical. Brands, on the contrary, encourage companies to be more approachable, emotional and organic and drive management through identity, values and life style and act as a link between business and culture that has been missing up until now,
Expectations of stakeholders, and customers in particular, have grown in what concerns design. Ikea, Apple, Google or Starbucks are some of the companies that have understood how to effectively associate the design with their brands and have understood that now brands have to express beauty and be beautiful.
To conclude, Kornberger explains the way psychology, sociology and economy converge; they
transform the way people live and consume as well as the way companies produce goods.
There is no doubt about the importance of brand, and yet more research is needed in the area in order to enable brands accomplish their mission: combine the social and economic dimensions in order to create value.
Omobono explains how analysing SME relationships can improve the ways in which government and business communicate to SMEs to develop a win-win relationship.
Leadership, Intangibles & Talent Q2 2009 Four GroupsFour Groups
Reading through this quarter’s articles, there were plenty of pieces rehashing practical tips on how to deal with the recession. However, there are a number of interesting ideas and themes lurking beneath the surface. * Intangibles such as engagement, networking and collaboration are hot topics but managing these issues is easier said than done * New technologies have the potential to revolutionise the way we understand organisational behaviour, although the appetite for this information is as yet unclear * Line managers can play a pivotal role in developing engaged employees and this has implications for how organisations approach talent management * Firms are waking up to the importance of engagement, in these recessionary times, once costs have been stripped out, the need to do more with less is paramount * Knowledge is key to value creation but how we educate and train for working with this often intangible and unpredictable environment is unknown
Traditional communication is giving way to innovative approaches and tools that are shaping a new kind of communication focused on people.
Corporate communication is transforming into a dialogue that promotes listening and learning due to the social changes accelerated by new technologies, stakeholders’ extensive experience of relations with companies, globalization and the opening of different markets.
Communication and reputation management are based currently on a positive promotion and need to be open to share its business experience, culture and projects. Now the aim is to create real connections and achieve explicit support by upholding causes that go beyond purely business and economic goals.
According to Interbrand, brand accounts for 38% of a company’s total value and it is important ton consider it as a key element that forms commitment and long-term attachment by stakeholders.
There are ten dimensions determine a brand’s strength and its position in the market and the society: relevance, authenticity, accessibility, differentiation, consistency, exposure, clarity, commitment, responsiveness and protection.
Companies need to understand that brands can transform and improve societies. But in order to achieve this level, organizations need to behave seriously, coherently and ethically to improve their reputational profile in the eyes of the society and their stakeholders.
To better understand how this affects communication, this document explains the case of Nestlé: Several years ago some brand attributes of the company started deteriorating because they were associated with some burning international problems, such as child labour and fair trade. This delivered a blow to the company’s reputation and urged the company to strengthen its leadership in the area, reinstating its positive and ethical association with nutrition.
Besides, the role of the Communications Director is acquiring increasingly strategic and holistic perspective which in practice means the following: more globalization and responsibility, more listening and transparency, more coordination and reputation, more development and adaptation.
Communication in its traditional form is no longer useful. Pure communication is not able to create a link with the stakeholders and influence the society. In order to achieve it, companies simply have to do what they say rather than talk about what they will do in future. Intangible assets, especially identity and reputation, allow companies to align the discourse and the project in a mutually beneficial dialogue. Values should not only be stated, but also practiced in everyday activities.
As the old saying goes, if you don’t communicate, you don’t exist. Today, inorder to bring this idea up-to-date, we may say that we don’t exist if we don’t communicate internationally. Internationalization as well as the digital world and management of risks associated with these environments, are fundamental for a new communication that professionals are facing today.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references to the 2013 European Communication Monitor, drawn up by the European Public Relations Education and Research Association (Euprera), the European Association of Communication Directors (EACD), and sponsored by Ketchum-Pleon.
Corporate Excellence - Centre for Reputation Leadership ha organizado una conferencia para el próximo 30 de enero que contará con la participación del académico Cees van Riel, profesor de Comunicación Corporativa en la Rotterdam School of Management y vicepresidente de Reputation Institute.
El acto se desarrollará en el Auditorio de ESADE. En el acto presentaremos una investigación muy relevante sobre los factores de éxito que marcarán el futuro de los Directores de Comunicación.
Se trata de una investigación internacional en la que han participado 117 Directores de Comunicación de las empresas más reputadas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, y países relevantes de América Latina, como Brasil, México, y Chile.
Las plazas son limitadas por lo que te animamos a que reserves la fecha en tu agenda y contactes lo antes posible con Marina Fernández (marina.fernandez@corporateexcellence.org) para garantizar tu plaza.
Thesis Corporate Excellence
The image of Spain, generated and maintained by the most influential business periodicals in the world, has suffered a progressive and profound setback during the last several years. Such is the conclusion of the author of The Image of Spain in the Leading Economic Periodicals PhD thesis, which analyses around 1,300 articles about Spain published in The Wall Street Journal and The Financial Times in 2007, 2008, 2009 and 2010.
If in the end of 2007 Spain projected an image of an attractive, dynamic and solvent country, largely due to the dynamic activity of its enterprises abroad, in the following years the perception changed radically, and according to the author, the evaluation of Spain today may be labelled as unfavourable.
Thus the image of Spain has suffered a profound setback which may accelerate in the medium term. However, despite this general deterioration of the image, Spanish companies such as Banco Santander, BBVA, Telefónica and Iberia have managed to distance themselves from the negative image of the country and have been given neutral or positive treatment by the two analysed periodicals
Cases Corporate Excellence
What is key for making social activity an important element in developing a CSR policy? How can these policies be aligned with business objectives? How can one differentiate social activity from pure marketing or sponsorship?
In the recent debate, it seems that those are right who believe that the objective of CSR is risk management and creating opportunities in the social, economic, environmental and labour dimensions of the enterprises. But if this management is being developed only as a function of a company’s interests with the objective to improve its performance and financial results, it may help to achieve management excellence, but will not make the company a socially responsible actor. In order to be recognized as a socially responsible company, it’s important to take into account not only internal benefits, but also the benefits of various stakeholders, especially the benefits of the society itself.
These observations are especially important in the context of an increased activity of foundations pertaining to different companies
The authors of the book Dircom: Comunicar para transformar (CCO, Communicate to Transform), professors and researchers Pilar Buil and Pablo Medina, from the University of Navarra, wonder which strategies are the best to be successful on the long term considering intangible assets such as reputation. Thus, companies need to do things right and then tell about it to be able to consider the perceptions of their stakeholders.
It is also important to try to raise the communication discourse and include it in the agenda of the senior management because it needs to be long-term oriented and sustainable. In this book, Buil and Medina analyse the situation and offer a communication foresight based on interviews with CCOs from some of the biggest Spanish companies (Banco Santander, Repsol, Gas Natural Fenosa, Acciona, Inditex, CaixaBank, Mercadona, Telefónica and Mutua Madrileña).
It addresses important issues such as internal communication, circles of trust, reputation rankings or communication goals in this new context.
Branding evolved from the focus on the visual design, logos, symbols, colours and fonts to a broader concept, where strategy plays a fundamental role. Brands became the drivers of differentiation and reputation and a key action tool.
Brands are essential for establishing relations between companies and their stakeholders. They generate links and create connections, which enable companies to obtain support, trust and cooperation of their stakeholders and thus create value and become the cornerstones of the business strategy.
Profits for a company are like red blood cells for people, but are profits the only thing that matters? Life needs other motivation reasons that would inspire stakeholders to trust and love those companies that have a superior life purpose that determines their behaviour.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership, and contains references to Conscious Capitalism by John Mackey, Co-CEO of Whole Food Market, and Raj Sisodia published by Harvard Business Review Press in 2013.
Communication and technology are proving to be the true engines for progress nowadays. Today, the big challenge for companies is to understand and manage their context.
Thus, the figure of influencers is essential for companies, who consider them as a basic active for brands because of their ability to influence through the new digital channels.
It is also important to understand that this new context promotes communication models based on the contents, corporate values or business ethics. Storytelling is, in this sense, an important element that helps audiences establish their view of reality, generate human emotions associated to the brand and in consequence create feedback as feelings, which favour the consumers’ engagement.
In this context, employee alignment is fundamental for any company. It is also very positive to have clearly defined mission, vision, and values. Working atmosphere is also important as it impacts on business outcomes and helps a company to gain a better reputation among its key stakeholders. It is essential to promote innovation and a values-oriented leadership.
This new upcoming landscape is based on the speed at which change overcomes, and a large volume of available, varied information. These three axes unveil a business management model in tune with the times and in a decidedly technological environment. Consequently, Big Data has transformed the world as we knew it, turning users into content managers. Besides, the new technological context and the arrival of Big Data have also had important consequences in the IT field. Besides, the new technological context and the arrival of Big Data has also had important consequences in the IT field.
Listening to the public is the government’s juridical responsibility and all management must display an integrating attitude, organising and managing the large volumes of available information that is within our reach. Technologic development becomes a useful tool to measure, evaluate and control the different scenarios that can arise in business but which, at the same time, current circumstances demand a very person-oriented focus.
Under this framework, companies need to bear in mind the important role employees play, vouching for their business project and their company’s competitiveness within the market.
The phenomenon of brands has transformed the economy and people’s way of life all around the world. Brands constitute part of both the economic dimension (as a business tool) and the social dimension (as a sociological phenomenon) and have the power to change them.
Martin Kornberger, Professor at the Copenhagen Business School, in his book “Brand Society” defends that brands are used to obtain immediate economic returns rather than to transform the society and people’s lives that in turn would lead to economic results and it’s time to change the situation and try to establish close and well-coordinated relations between producers and consumers.
Nowadays, brands represent a new form of organising production and managing consumption and are transcending their habitual domain (organisation) and stretch the borders of influence. They should conform to a formula that combines magic and logic, this is, brands need to provide solutions for improving our lives and at the same time leave impressions in our lives.
The monopoly of businesses for instituting organisation and production is giving way to creativity of communities and social networks. Boundaries between the internal and external are disappearing, enabling greater interaction between stakeholders. Organisational culture is changing towards lower fragmentation and fewer internal divisions. Management is no longer governed by the ideas of authority and control, and includes more elements of autonomy and cooperation.
Regarding this aspect, brands challenge the traditional identity of companies, their capacity to innovate and their organisational culture by putting them in touch with new realities and needs and helping them to understand the changes in the society, economy and capitalism.
Capitalism used to be cold, rational and mechanical. Brands, on the contrary, encourage companies to be more approachable, emotional and organic and drive management through identity, values and life style and act as a link between business and culture that has been missing up until now,
Expectations of stakeholders, and customers in particular, have grown in what concerns design. Ikea, Apple, Google or Starbucks are some of the companies that have understood how to effectively associate the design with their brands and have understood that now brands have to express beauty and be beautiful.
To conclude, Kornberger explains the way psychology, sociology and economy converge; they
transform the way people live and consume as well as the way companies produce goods.
There is no doubt about the importance of brand, and yet more research is needed in the area in order to enable brands accomplish their mission: combine the social and economic dimensions in order to create value.
Tesis Corporate Excellence
The concept of corporate image has had critical influence in the evolution of methodologies for measuring reputation. More than 40% of dimensions and attributes are directly linked to this concept, leading to an underestimation of the impact of corporate identity on the reputation.
The doctoral thesis titled Creating a New Multistakeholder Methodology for Measuring Corporate Reputation analyses dimensions and attributes, or variables that constitute the main existing methodologies: Fortune AMAC, Fortune WMAC, Merco, Corporate Reputation Quotient (CRQ) and RepTrak, in an attempt to create a new methodology and determine the weight of both concepts – identity and image
Los analistas e inversores utilizan un gran número de indicadores e índices cada vez más complejos para tomar decisiones en materia de inversión. En este sentido, han proliferado distintos índices de sostenibilidad, de diferente naturaleza y con distintos objetivos y mecanismos de evaluación (tales como el Dow Jones Sustainability Index, FTSE4 Good, MSCI Index, Goldman Sachs GS Sustain, Carbon Disclousure Project, Sustainalytics, entre otros). En este contexto existe una clara necesidad, por parte de las empresas, de disponer de metodologías y herramientas que faciliten el tratamiento y gestión de la información publicada por los principales Analistas de Sostenibilidad. Información que es relevante para la empresa y que afecta a la toma de decisiones por parte de los inversores a la hora de operar en el mercado.
El Índice Sintético de Sostenibilidad, una iniciativa de BBVA y PwC, responde a esta necesidad.
This document analyses the role of the social media in communications about a company’s innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the company’s strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
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
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to
the book Brand Psychology written by Jonathan Gabay, British lecturer and expert in Brand, Reputation and Communication and published by Kogan Page in 2015.
Documento elaborado por Corporate Excellence - Centre for Reputation Leadership citando, entre otras fuentes, la obra Brand Psychology
escrita por Jonathan Gabay, consultor y profesor británico experto en Marca, Reputación y Comunicación, y publicada por Kogan Page en 2015.
Companies and institutions want to gain external credibility, but this is not possiblewithout achieving first internal credibility, without being coherent and consistent inregard to what is done inside and what is demonstrated outside. The goal is clear: ifreputation is contrasted with prescription, employees have to be the first defenders.
Due to the impact of the crisis in many Westerncountries, the benchmark for some companies thatwere unique in recognition because of its ability togenerate attraction and fidelity of talent has significantlydropped. The feeling of many employees ashostages in an unwanted situation, or the workersdismissal leads to rethink some of the bases onwhich people managing is based in organizations,according to the director of HR Reale Seguros,Alfredo Núñez.
This document was prepared by Corporate Excellence – Centre for Repuation Leadership and contains references, among other sources, to the statements made by Pepa Rodríguez, Corporate Communications Manager of British American Tobacco), to Marina Gonzalez,Internal Communication Officer of Endesa, Conchita Gassó, Familiy Office of GAES, by Susana Gómez, Human Resources Director,Kellogg Iberia and Alfredo Núñez Director of HR Reale Seguros during the 32th Conference on Internal Communication Stewards heldby Instituto de Empresa and Corresponsables in Madrid on September 20, 2012.
Traditional institutions are undergoing a crisis of leadership as a result of reputational rows. Only one out of five people polled internationally for the Trust Barometer report carried out by Edelman every year believe that a business leader or a politician say the truth when facing a sensitive situation.
Alan Van der Molen, Edelman’s Global Vice President, believes that these data clearly reflect that while trust in institutions – companies and governments – is low, it is even lower with respect to those people who manage and represent these institutions: in the case of politicians and governments the difference is 28 ppt. That is why leaders are advised to change their leadership style and introduce more open, participative and inclusive elements in their leadership behaviour, thus encouraging dialogue, transparency and awareness of the opinions of different stakeholder groups.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references to the statements of Alan Van der Molen, Edelman’s Global Vice President, Ángel Alloza, CEO of Corporate Excellence, Alberto Andreu, Telefónica’s Director for Corporate Reputation, Institutional Relations and Social Innovations, Alberto Artero, Director of Elconfidencial.com, and Ana Sainz, General Director of Seres Foundatio, made during the presentation of 2013 Edelman Trust Barometer 2013 held in Madrid.
The role of the Corporate Communication Director or Chief Communications Officer is gaining more weight in organizations, combining various strategic functions from managing some key intangibles, such as brand and reputation, to communication
Marketing is not effective and no longer yields expected results, advertising has become trite and ineffective, traditional public relations fail to reach new audiences and digital communities, communication tools used by companies in the past lost a good part of their capacity to generate value and are no longer useful for companies because the rules of the game have changed.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references, among other sources, to the statements made by Joan Costa, an expert on communication, design, sociology, professor of the University of Mexico and a member of the Corporate Excellence Board, during the panel discussion titled “Communication Innovations in Business and the Mass Media”, organized at the Faculty of Information Sciences, Complutense University in Madrid, on April 10, 2012, and his book “El Dircom hoy” (Communications Director Today) published by CPC Editor.
A corporate brand is used not only to ensure the application of business strategy but also to design it. Brands are increasingly becoming cultures, manners of seeing life and ways of doing things that have to be shared with customers, although they first have to be cultures created and defended by employees.
There are still companies today that have yet to apply strategic management to their corporate brand, despite there being more and more companies, even in the mass commodity sector, that are beginning to use it as backing for their commercial brands. This approach to management ensures, on the one hand, the conveyance of meaning between the two and, on the other, the contribution the company’s own corporate reputation makes to product brands.
This document has been prepared by Corporate Excellence – Centre for Reputation Leadership based on the book Taking Brand Initiative: How Companies Can Align Strategy, Culture, and Identity Through Corporate Branding by Majken Schultz and Mary Jo Hatch.
IBM Study On Sustainable Corporate Social ResponibilityrScott Rains
In order to attain sustainable growth through CSR, companies must:
1. Align and incorporate CSR with business
strategy and integrate it across all perational
functions, thus making it easy to invest
(not spend) the funds necessary to achieve
its objectives;
2. Implement an open information strategy for
more transparent information sharing with
multiple stakeholders;
3. Leverage transparency to increase the levelof engagement of key constituents and
customers.
Loss of trust in institutions and business as well as their leaders is a fact of the new reality. That’s why, in an attempt to meet the challenge of the ethical revolution,
companies are anxious to review their management and communication strategies towards improved attitudes and behaviours
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.
Article Corporate Excellence
Current economic environment forces companies to move towards coherent and rigorous management of the corporate reputation. A new role titled the Chief Reputation Officer has emerged, with the responsibility to develop strong and durable relations with the stakeholders.
During the last decade, we have been observing a change in the paradigm of power in the corporate world. We have entered an era that can be labelled “the economy of reputation”. This new paradigm is characterised by the understanding that power belongs to stakeholders and that the importance of their recommendations is increasing.
Resumen ejecutivo realizado por Corporate Excellence a partir del informe The New CCO: Transforming Enterprises in a Changing World, elaborado por Arthur W. Page Society en 2016.
El informe pone de manifiesto la necesidad de una nueva forma de liderazgo para poder navegar con éxito en un nuevo contexto plagado de retos: competidores que se incorporan al mercado y reinventan los modelos de negocio tradicionales, formas de trabajo nunca antes vistas, la transformación en el modo de relacionarnos con el resto de personas y con las organizaciones, el empoderamiento de los grupos de interés…
Entre las causas de la transformación se encuentran la emergencia y maduración de los medios sociales; la demanda para una mayor transparencia; la expansión global en la era del Big Data y de contenidos propios; y la creciente volatilidad social, política y económica, que hacen que el CCO deba estar preparado para liderar y pensar de forma diferente.
Según el informe El nuevo CCO existen cinco tendencias clave que reflejan cómo está cambiando la función de comunicación:
> Cambio en las inversiones
> Mayor integración
> Nuevas funciones
> Nuevas alianzas
> Nuevas métricas e indicadores clave de rendimiento (KPI)
Para liderar con éxito este nuevo ecosistema de relaciones y comunicación, se establecen los siguientes roles para los CCO del futuro:
> El CCO fundacional
> El CCO integrador
> El CCO creador de sistemas digitales de engagement con los grupos de interés
La nueva realidad empresarial exige a los CCO que contribuyan a la dirección estratégica de la empresa, una tarea que implica asumir nuevas responsabilidades y desarrollar nuevas habilidades y conocimientos. Corporate Excellence – Centre for Reputation Leadership comparte los principios establecidos en el «Nuevo Modelo de Comunicación» impulsado por la Arthur W. Page Society, una de las asociaciones de directivos de comunicación más relevantes en el ámbito internacional, con la que además ha firmado un convenio de colaboración junto al Foro para la Investigación y el Conocimiento de la Comunicación, que reúne a las facultades de comunicación de un grupo de universidades españolas y latinoamericanas, para avanzar en la validación académica y empresarial del Modelo.
Informe de tendencias en gestión de intangibles elaborado por el Research Centre of Governance, Sustainability and Reputation, un centro de investigación independiente que tiene como objetivo promover la colaboración en el campo de la investigación, análisis, y formación sobre Riesgo Reputacional, Gobierno Corporativo y Sostenibilidad, y el impacto de estos dos últimos en la reputación.
El presente informe ha sido elaborado con la colaboración de Canvas Estrategias Sostenibles, firma de consultoría estratégica en responsabilidad corporativa e intangibles empresariales. En el mismo aparecen reflejadas las principales tendencias globales que definen el presente y el futuro de los intangibles y aspira a convertirse en la publicación de referencia en torno a la reputación, el gobierno corporativo y la sostenibilidad.
A continuación recogemos los principales titulares del informe:
Tendencias Globales
– Se eleva la confianza pero crece la división social
– El cambio climático en un punto crítico
Tendencias en Sostenibilidad
– Alianzas estratégicas: you can’t do it alone
– Conectar con el consumidor aspiracional
– Inversión sostenible, fórmulas para el crecimiento
– ¿Nuevos modelos de negocio?
Tendencias en Reputación
– Tres riesgos reputacionales críticos
– El alcance real de la reputación
– Crece la investigación en torno a la reputación
– Nuevas competencias para la función directiva
– La evolución de las métricas
– Ganar autoridad entre los influencers
Tendencias en Gobierno Corporativo
– Nuevo Código Unificado de Buen Gobierno en España
– Riesgos del mal gobierno corporativo
Trend Report on The Management of Intangible Assets developed by the Research Centre of Governance, Sustainability and Reputation, an independent research centre supported aimed to foster collaboration for reseach, analyis and training in the field of Reputation Risk, Corporate Governance and Sustainability.
This report has been developed in collaboration with Canvas Estrategias Sostenibles, a strategic consulting firm focused on corporate responsibility and intangible assets in companies. It shows the main global trends, which define the present and future of intangible assets. Approaching the Future aspires to become a benchmark publication in the field of reputation, corporate governance and sustainability.
These are the headlines of the report:
Global Trends
- Trust increase, but also the social gap broadens.
- Climate change at a crucial tipping point
Sustainability Trends
- Strategic Partnerships: you can't do it alone
- Connect with aspiring shoppers
- Sustainable investment, growth formulas
- New business models?
Reputation trends
- Three critical reputation risks
- What is the real impact of reputation?
- Investment on Reputation growth
- New responsibilities for upper management
- Evolution of metrics
- Gain authority over influencers
5th issue of the Online Comments Report, developed by Corporate Excellence and LLORENTE & CUENCA. The Report analyses comments made voluntarily on the Internet as well as their impact on the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenry and Leadership.
The Report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hyper-textual network Google. It also identifies relevant content for different audiences and helps map key reputational risk areas for companies.
In particular, this issue has evaluated the digital fingerprint of 71 brands of 15 sectors from a total of 88,950 URLs and 28,000 mentions.
The report assesses the 100 first findings that analysed brands positioned in four key environments on the Internet: Google, Facebook, Twitter and YouTube, and offers specific findings by sectors dimensions, stakeholders and networks. Thus, the analysis allows identifying those sectors, topics, stakeholders and networks that are most and least favourable in terms of recognition (how it is evaluated) and recognition (how much it is evaluated). It also offers strategic insights to design positioning strategies online.
BEO 2016 has been already applied to more than 70 companies around the world and aims to become an international standard to manage the reputation of organisations online.
5.ª Edición del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
5.ª Edición del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
Audits have changed their traditional focus from cost control towards a global strategy of risk management, governance, value creation, and organizational culture. Auditing is a representative element of corporate culture because it defines how companies think and act, but manage decisions are the true reflection of how a company thinks and acts. Thus, this area expands its importance thanks to its direct participation in risk management and value creation.
La auditoría ha cambiado su tradicional enfoque de control de costes a otro más global de gestión de riesgos, gobernanza, creación de valor y cultura organizacional. La auditoría representa la cultura corporativa al definir cómo las empresas piensan y actúan, pero son las decisiones de los directivos las que reflejan realmente cómo piensa y se comporta una organización. De esta forma, esta área amplía su importancia al participar directamente en la gestión de riesgos y generación de valor
This document was developed by Corporate Excellence – Centre for Reputation Leadership from the book Contabilidad simultánea. Valoración y control de los intangibles en la gestión integral (Simultaneous accounting. Intangible value assessment and control in integral management) written by Salvador Guasch, Head of the Institute of Intangibles and international expert on financial and nonfinancial accounting in collaboration with professor Antonio Márquez and Esteve Sitges and published by ACCID and Accounting Economists from the Consejo General de Economistas.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership a partir del manual Contabilidad simultánea. Valoración y control de los intangibles en la gestión integral escrito por Salvador Guasch, director del Instituto de Intangibles y experto internacional en contabilidad financiera y no financiera, con la colaboración de los profesores Antonio Márquez y Esteve Sitges, y editado por ACCID y Economistas Contables del Consejo General de Economistas.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership, and among other sources, contains references to the 6th edition of Corporate Communication, a book written by Professor Paul A. Argenti from the Tuck Business School of Dartmouth University, New Hampshire (USA) and published by McGraw Hill in 2013.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership citando, entre otras fuentes, la sexta edición del libro Corporate Communication escrito por el profesor Paul A. Argenti de la escuela de negocios Tuck de la Universidad de Dartmouth en New Hampshire (EE. UU.) y publicado por McGraw Hill en 2013.
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the
book Brand Premium by Nigel Hollis, VP and Chief Global Analyst at Millward Brown. The book was published by Palgrave in 2013.
Documento elaborado por Corporate Excellence – Centre for Reputation Leaderhip citando, entre otras fuentes, la obra Brand Premium escrita
por Nigel Hollis, Vicepresidente Ejecutivo y Director Global de Millward Brown, y publicada por Palgrave en 2013.
Hablar de liderazgo hoy es hablar de búsqueda de nuevos referentes, de ejemplaridad, honradez, compromiso y grandeza. Porque el liderazgo es hoy un activo social de primer orden capaz de transformar y mejorar las organizaciones y la propia sociedad
El liderazgo se ha considerado históricamente desde una sola perspectiva, desde un solo ángulo a través del cual ver el ejercicio de la autoridad en las organizaciones, por un lado, o el desarrollo y guía personal, por el otro. Sin embargo, a juicio de los profesores del Departamento de Ciencias Sociales de ESADE, Ángel Castiñeira y Josep Maria Lozano, el liderazgo es algo poliédrico, es decir, no se trata de una lucha entre lo bueno y lo malo, entre lo ético y lo eficaz, sino que ambas cosas son combinables.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership citando, entre otras fuentes, la obra El poliedro del liderazgo: una aproximación a la problemática de los valores en el liderazgo de Àngel Castiñeira y Josep Maria Lozano, la obra Creating Leaderful Organizations de Joe Raelin, y la obra Leadership Brand de Dave Ulrich.
Hemos sido testigos de cómo el fenómeno de las marcas ha transformado la
economía y la manera en que viven los ciudadanos en todo el mundo. Las marcas
forman parte, al mismo tiempo, de una dimensión económica –como herramienta
empresarial– y de una social –como síntoma sociológico–.
La salud del branding como disciplina profesional ha mejorado en los últimos años en España, pero aún queda mucho camino por recorrer.
Sin embargo, según los datos presentados en el estudio «La salud del branding en España», cada vez más directivos ven la marca corporativa como un activo intangible de alto valor estratégico y empiezan a reconocerse los valores como la esencia de las marcas, los empleados ganan mayor peso como grupo de interés clave y se considera la reputación el elemento principal para el éxito empresarial.
El estudio refleja la situación actual de la profesión en el país y ha sido realizado entre noviembre de 2013 y febrero de 2014 a partir de entrevistas a casi 100 directivos de grandes compañías con presencia internacional.
La marca representa la personalidad de la empresa y es un elemento diferenciador que consigue la implicación de los grupos de interés. Además de una cultura alineada y compartida, es esencial para el éxito de una marca corporativa contar con la implicación de todos los departamentos, especialmente la dirección.
También es necesario superar la visión cortoplacista y trabajar más en la línea de construir la reputación de la marca en el medio y largo plazo y para ello, se debe apostar por una cultura de marca corporativa potente, enraizada en el seno de la empresa y comunicada proactivamente.
Para activar la marca y ponerla en acción, la información disponible a través de medios corporativos son importantes, así como los mensajes en el entorno laboral y los espacios físicos, las presentaciones internas, los manuales de marca y demás literatura corporativa, las convenciones de directivos y empleados y las actividades de formación.
La mayor parte de las compañías que respondieron al cuestionario tienen carácter multinacional y uno de los retos más importantes que señalan es la gestión de la marca corporativa en el complejo escenario de la globalización.
Es importante que en los procesos de internacionalización la estrategia de despliegue de la marca acompañe al negocio sin olvidar la realidad local.
La marca corporativa se está imponiendo poco a poco como estrategia de éxito y la creciente importancia de la reputación contribuye al crecimiento de la importancia de la marca corporativa. Los resultados del estudio de AEBRAND reflejan claramente el reconocimiento de su valor como principal recurso estratégico de las empresas.
La era de la hipertransparencia está llevando a los presidentes de las compañías a incrementar su papel en la escena pública: participar en eventos, estar disponible para los medios, ser accesible a través de las redes, compartir nuevas ideas y tendencias, estar presente en la sociedad o ser protagonista del vídeo corporativo son los comportamientos más valorados
En este documento se detallan los porcentajes de diferentes aspectos que demuestran la interdependencia de la reputación del CEO, la reputación de la empresa y el valor total de mercado basándose en el estudio The CEO Reputation Premium: Gaining Advantage in the Engagement Era elaborado por Weber Shandwick en colaboración con KRC Research en 19 países del mundo a partir de encuestas a más de 1.700 directivos de compañías con facturación igual o superior a los 500 millones de dólares.
Además, se explican las actitudes del CEO que generan apoyos favorables y cuáles son las competencias clave del CEO para obtener una buena reputación.
Se habla de las percepciones sobre el máximo poder ejecutivo en función del género, aunque, al margen de las pequeñas diferencias, todos los casos son muy similares.
Por último, se ofrecen una serie de consejos para conseguir que el CEO maximice su presencia pública en beneficio de la reputación de su empresa.
Tanto desde el ámbito institucional, como desde el académico y el sector privado, se exige un nuevo marco para el desarrollo y crecimiento de la economía en el que se valore el crecimiento sostenible a largo plazo y se incluyan aspectos de interés general para todas las partes: empresa y grupos de interés. En este sentido, cobra fuerza la ética como eje vertebrador de un nuevo sistema basado en dos grandes pilares: la ética social y medioambiental para poder garantizar un sistema económico eficiente en un entorno estable y propicio para el crecimiento del negocio y las inversiones.
La Nueva Economía Institucional (NEI) no pretende romper con la economía de mercado sino aplicar nuevas fórmulas a problemas que se derivan de esta.
Las instituciones han de ser capaces de garantizar la justicia social, la sostenibilidad medioambiental y el crecimiento económico a largo plazo. En este momento de coyuntura económica y crisis institucional, el foco está orientado a la legitimación de las propias instituciones, que tendrán que esforzarse por responder a los intereses y demandas de todos los actores.
El paradigma de la economía social supone una herramienta eficaz a la hora de incorporar principios éticos al modelo de negocio, logrando que el conjunto de stakeholders perciba la labor como beneficiosa y positiva para el entorno en el que se desarrolla. Si bien es cierto que el modelo planteado por la economía social no es extrapolable de manera íntegra a las sociedades de capital, este sí puede servir de inspiración aportando valor al modelo de negocio a través de las políticas de recursos humanos y de responsabilidad social corporativa.
El contexto de coyuntura actual exige, tanto a empresas como a ciudadanos, la creación de nuevos modelos de liderazgo ético. Hoy en día, los estados han perdido peso en favor de la sociedad civil. La posición que ahora ocupan empresas y ciudadanía juega un papel clave en la salida de la crisis actual y por eso es fundamental asumir nuevas responsabilidades derivadas del rol que ambas han adoptado.
La ciudadanía debe por tanto asumir esta responsabilidad y adoptar valores como la solidaridad, el respeto y, especialmente, el diálogo.
Resulta imposible aprehender en toda su complejidad el poder transformador de la actual ciudadanía sin entender las claves del nuevo entorno en el que estamos jugando: La economía de la reputación, un entorno donde el público cada vez presta mas atención a las empresas que están detrás de los productos y servicios que adquieren. En este sentido la gestión de la reputación se convierte en la gestión de las relaciones con los stakeholders, clave para generar valor corporativo.
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1. Books
Strategy Documents
L02/2012
Communication
The Present and the
Future of Communication
Director’s Role in the New
Economy
The role of the Corporate Communication Director or Chief
Communications Officer is gaining more weight in organisations, combining
various strategic functions from managing some key intangibles, such as brand
and reputation, to communication.
Marketing is not effective and no longer yields Such is the approach chosen by Joan Costa, an
expected results, advertising has become trite expert on communication, design and sociology,
and ineffective, traditional public relations fail and a University professor. An approach that views
to reach new audiences and digital communities, organisational values and their manifestations
communication tools used by companies in the in the form of attitudes, behaviour and actions as
past lost a good part of their capacity to generate the basis and substance of differentiation produced
value and are no longer useful for companies by the brand and recognition associated with the
because the rules of the game have changed. reputation of a company.
Many of the strivings, hopes and expectations that How we have arrived here
the society used to pin on political and religious The role of the Corporate Communication Director
institutions, are now associated with businesses. has gone through many changes since the 80-90s,
That’s why a good CCO (Chief Communications when in some countries, including Spain, this
Officer) needs to find out what society wants from function assumed the important task of developing
his or her organisation and provide a quick and integration and global vision of all issues faced by
effective response to these expectations by internal companies.
and external alignment of the organisation.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references, among other sources,
to the statements made by Joan Costa, an expert on communication, design, sociology, profesor of the University of Mexico and a
member of the Corporate Excellence Board, during the panel discussion titled “Communication Innovations in Business and the Mass
Media”, organised at the Faculty of Information Sciences, Complutense University in Madrid, on April 10, 2012, and his book “El
Dircom hoy” (Communications Director Today) published by CPC Editor.
2. Managing But if one had to single out one reason for the Figure 1: The five areas of identity / image
Communication in clear rise of the role of Communication Director in
the Framework of
the New Economy: organisations, it has to be the impressive growth of
the Present and telecommunications, IT and exponential increase of
the Future of information flows brought about by these changes. Area of the Area of
Communication
Director’s Role This resulted in the decline of the idea of division word visual sign
of workflows, separation of processes and dissipation
of relations. Technologies and economics have been
developing hand in hand since the 70s, leading to
the decline of industrialism and a mechanist vision
Area of Area of
of the company and the society.
environment behavior
The death of taylorism and its best student, fordism,
was a fertile ground for the holistic view of the
Area of the
company “for” the society – as opposed to the view objects
of the company “versus” the society – as predicted
by the experts on industrial organisation on the
80s, such as Jens Rasmussen from Denmark, who
Source. Costa, Joan (2012): El DirCom hoy.
suggested the idea of organisation as a living system,
or business strategist from North America Richard
In their turn, these spheres correspond to three areas
“If one had to E. Freeman, the author of the stakeholders theory.
that jointly describe the new action ground of the
single out one Communications Director of today, although still CCO:
reason for the not in all organisations, is someone in charge of top
executive tasks of the company, a decision-making 1. The area of institutional communication:
clear rise of member of the Managing Committee, responsible related to the top management and
general view of the company.
the role of not only for communication, but also for the
business in general, whose mission is to align one 2. The area of organisational communication:
Communication with the other in order to create more value for the related to HR and internal culture.
3. The area of market communication:
Director in company, that then will be shared with the society.
related to commercial activities as well as
organisations, it From periphery to the centre of interaction with the market and clients.
has to be the the decision-making process
In this context Joan Costa quotes the famous
This trend is confirmed by the growing role of the
growth of new CCO at the time of developing strategic global
saying of Pascal “I cannot understand the whole
without understanding its parts, and I cannot
technology, vision of the firm, that would integrate external
understand the parts without understanding the
stakeholders of the company and cut across the
IT and whole organisation, against the background of
whole” to emphasise the need for this function
to be polivalent and polifunctional, able to
exponential managing and promoting intangible assets and
understand and align the entire organisation,
overcoming limitations of the function that used
increase of to come down solely to information relations and
at the same time acting not only in the area of
business, but integrating it in the society.
information relations with the mass media.
flows” Responsibilities such as reputation, corporate 12 new principles to guide
brands, CSR, business ethics, organisational culture, the activity of the CCO
business vision, sponsorship and patronage clearly go As it has been mentioned above, the new focus
far beyond the traditional functions and shift CCO of the Communications Director’s role in general
towards a new concept where tactic and short-term is determined by the changes in the organisations
activities are carried out by his or her team, leaving and the impact of technology on business
him or her the responsibility and time to focus on transformation. However, to be more specific, the
activities associated with long-term value. focus is due to a set of new principles that drive
corporate activities, 12 in total:
Therefore, Communications Director operates in
five different spheres, from the ones traditionally 1. The return to a strong corporate structure
associated with this function to the new ones as opposed to divisional structure.
that emerged recently, passing through the whole 2. Greater emphasis on talent and knowledge
universe of communication: as opposed to mechanistic approach.
3. The need to involve the employees
1. Sphere of the words rather than use them as resources.
2 Sphere of the symbols 4. The importance of interpersonal relations
3. Sphere of the objects as opposed to centralisation.
4. Sphere of the environments 5. The importance of uniform organisational
5. Sphere of the behaviours culture as opposed to fragmentation.
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3. Managing Figure 2: The areas of communication
Communication in
the Framework of
the New Economy:
the Present and Presidency
the Future of
Institutional Communications
Communication
Corporate Relations
Director’s Role Corporate Image
Corporate Development DirCom
Organizational Communications
Corporate Culture
Internal Communication Human
Marketing
Resources
Marketing Communications
Advertising
Trade promotion
Branding
Communication Direction
Source. Costa, Joan (2012): El DirCom hoy
6. The culture of service and attention to ever are the true basis for financial achievements of
individuals as opposed to industrialism. a company, regardless of its sector or activity.
7. Commitment to total quality rather
than to product quality. Conclusion: companies want to be
“Companies 8. The rise of intangible assets and their value
brands, products turn into services.
want to be as opposed to emphasis on tangible assets.
9. Construction of the public image
The new concept of corporate communication
brands, and rather than its projection.
management has to be viewed in the current business
context and the relationship that exists now between
products 10. uilding institutional reputation rather
B
than emphasising business reputation.
companies and the society. Instead of fighting,
turn into 11. he role of ethics in behaviour of companies
T
companies now cooperate with the society, markets
and persons when it comes to creating value.
services. as opposed to short-term vision.
12. mplications of social responsibility
I The paradigm shift implies a more holistic and
This is the as opposed to egoism. integrated role of the CCO due to the fact that
result of These principles were shaped by the society
communication is no longer a one-way street, it
has become interactive. Another reason is the
the mindset and economy of information, and in their turn appearance of new action principles that make
shift, where are bringing about the society and economy
of reputation thanks to the current levels of
companies reinvent the function and consider it
from a strategic and global perspective.
the stratgic transparency, requirements and control – a direct
becomes consequence of the factor analysed before, the
explosion of information. They are therefore a
Companies want to be brands, and products turn
into services - this is the new reality and scenario
more reflection of the new economy. And in this new that we are facing today. This is the result of the
important economy, communication management is looking
for its new role and place in the organisations.
mindset shift, where the strategic becomes more
important than the tactic, the whole more important
than the than the partial, the personal more important than
tactic” The importance of this role is determined by the
drive of companies to recover their social role in
the artificial, the creative more important than the
imitation, the close more important than the far,
addition to the economic function and to develop the human more important than the mechanic.
a long-term view in addition to the usual concern
about survival and success in the short run. This
trend leads to the rise of the communication
function, which apart from establishing relations of
the organisation with its environment, including its
internal stakeholders, will turn this relationship into
the main source of value, connect the organisation
with its reality and expectations and based on that
will develop a new meaning of being a company.
Thus the main function of the Communication
Director or the CCO is not only to make these
principles compatible with economic requirements
– turnover, margin, profit and dividends – but also to
demonstrate that these principles today more than
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