Working in partnership with businesses is an increasingly central strategic priority for many NGOs. Yet for every successful high profile partnership, there are many others that do not even get off the ground, or fail to deliver real value despite plenty of work on both sides. In this short Insights report, CoCreate Senior Consultant Andy Caldwell explores some of the emerging trends in NGO-Business Partnerships, specifically providing five key insights for NGOs and other organisations looking to partner with businesses.
To learn more about our work in the area of Corporate-NGO partnerships, check out our Corporate Partnership Essentials Webinar Training Course: http://www.cocreateconsultancy.com/events/webinar-training-course-corporate-partnership-essentials
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
Working in partnership with businesses is an increasingly central strategic priority for many NGOs. Yet for every successful high profile partnership, there are many others that do not even get off the ground, or fail to deliver real value despite plenty of work on both sides. In this short Insights report, CoCreate Senior Consultant Andy Caldwell explores some of the emerging trends in NGO-Business Partnerships, specifically providing five key insights for NGOs and other organisations looking to partner with businesses.
To learn more about our work in the area of Corporate-NGO partnerships, check out our Corporate Partnership Essentials Webinar Training Course: http://www.cocreateconsultancy.com/events/webinar-training-course-corporate-partnership-essentials
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
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 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
Whitepaper IBM on social business patternse-office bv
In dit whitepaper worden 6 use cases beschreven voor succesvol inzetten van social voor bedrijfsprocessen. Use cases zijn: toegang tot kennis, inzicht in klantvragen, kennisdelen, werving en inwerken, fusies en overnames, veiligheid op de werkplek.
SME2: Social Media Excellence x Social Media ExpertiseRichard Binhammer
Understanding the required skill levels across areas of expertise and business functions becomes a critical factor for driving effective social media programs that are efficient and deliver business value across an enterprise or within an agency. SME2 is the first-of-its-kind consultancy helping social media teams optimize skills, tools, processes and relationships to drive better business results.
The findings of this research study (purchase on Amazon.com) examines the impact social media has on consumers and decision-makers around the world and characterizes the impact of social influence models. The Social Mind research explores the best practices of using social business as a platform to strengthen sustainable methods for working and living in new, interactive and collaborative business world. It identifies key characteristics and insights into the engagement behaviors of influencers and individuals, and how organizations can maximize reach and influence to execute on what we call the new Principals of Engagement in the Millennium.
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
2011 was the year of the mobile consumer. Smartphone and tablet penetration grew at a rapid pace and has fundamentally changed the way people live their daily lives and seek information. One of the largest areas of disruptions is in retail; shoppers are packing smartphones and tablets with retailer apps and using them to hunt for bargains, product information, and to find almost everything on their shopping list. The 2011 holiday shopping season witnessed the most aggressive use of mobile technologies by consumers and retailers to date. The problem was that not all retailers had a strategy in place to take advantage of this foreseeable trend.
Please Consider Donating to my Relay Teamreenie000
On April 30th and May 1st, 12 friends will be running a relay, 200 miles from Calistoga to Davenport. We're raising money for Organs R Us, a non profit organization that is doing great work getting people signed up as organ donors. Please consider donating to my team, #141 - Silence of the Vans.
You can email me with any questions at reenie000@gmail.com
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 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
Whitepaper IBM on social business patternse-office bv
In dit whitepaper worden 6 use cases beschreven voor succesvol inzetten van social voor bedrijfsprocessen. Use cases zijn: toegang tot kennis, inzicht in klantvragen, kennisdelen, werving en inwerken, fusies en overnames, veiligheid op de werkplek.
SME2: Social Media Excellence x Social Media ExpertiseRichard Binhammer
Understanding the required skill levels across areas of expertise and business functions becomes a critical factor for driving effective social media programs that are efficient and deliver business value across an enterprise or within an agency. SME2 is the first-of-its-kind consultancy helping social media teams optimize skills, tools, processes and relationships to drive better business results.
The findings of this research study (purchase on Amazon.com) examines the impact social media has on consumers and decision-makers around the world and characterizes the impact of social influence models. The Social Mind research explores the best practices of using social business as a platform to strengthen sustainable methods for working and living in new, interactive and collaborative business world. It identifies key characteristics and insights into the engagement behaviors of influencers and individuals, and how organizations can maximize reach and influence to execute on what we call the new Principals of Engagement in the Millennium.
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
2011 was the year of the mobile consumer. Smartphone and tablet penetration grew at a rapid pace and has fundamentally changed the way people live their daily lives and seek information. One of the largest areas of disruptions is in retail; shoppers are packing smartphones and tablets with retailer apps and using them to hunt for bargains, product information, and to find almost everything on their shopping list. The 2011 holiday shopping season witnessed the most aggressive use of mobile technologies by consumers and retailers to date. The problem was that not all retailers had a strategy in place to take advantage of this foreseeable trend.
Please Consider Donating to my Relay Teamreenie000
On April 30th and May 1st, 12 friends will be running a relay, 200 miles from Calistoga to Davenport. We're raising money for Organs R Us, a non profit organization that is doing great work getting people signed up as organ donors. Please consider donating to my team, #141 - Silence of the Vans.
You can email me with any questions at reenie000@gmail.com
1. By Jeremiah Owyang and Charlene Li
with Christine Tran and Andrew Jones
Based on data from 140 global corporate buyers of social business
!
!
!
How Corporations Should
Prioritize Social Business
Budgets
Corporations must budget spending based
on their maturity level.!
February 10, 2011