The skills & structure of a world class corporate relations function. Prepared by November 2012

Transcription

1 The skills & structure of a world class corporate relations function Prepared by November 2012

2 Agenda Welcome John Mahony Growing remit; shrinking world Mark Hutcheon The in-house perspective Andy Corrigan Roundtable debate facilitated by John Mahony ReputationInc 2013 Benchmarking Mark Hutcheon 2

3 FROM TO The Function s Journey + 3

4 Drivers of Change More information sources Increased speed of information flow Facts and opinions blurred Citizen journalists vs. global media powerhouses Stronger 3rd party voices Increased external pressures Across the corporate comms function, not only in the press office require better integration: Real-time targeted engagement with most influential media Greater connectivity between markets and corporate Proactive story development All-stakeholder approach to news management Rapid communications to all employees Reputation risk management Leaders demanding a more strategic approach to reputation 4

5 Functional Trends Simplification and rationalisation around businesscritical activity Centre of excellence model Connectivity achieved through networked planning Revival of news craft, and a news culture In-house professionalisation of best practice techniques Intelligent media policies and protocols Extending the core reputation owners beyond corp comms Foresight Feeding news and message discipline Functional expansion from coverage to advocacy from media to opinionformers 21 st century model, career framework and learning academy Disruptive and gamechanging campaigns Multi-channel approach driving integration From communications plan to reputation strategy 5

6 Emerging Models Press and Issues Model Reactive mentality Lean structure Financial comms focus Comms activity and measurement devolved to business and country managers Corporate Reputation Model Strategic centre gathers insights & leads planning Owns reputation strategy, narrative, measurement and key decision-making Activity orientated around a corporate voice and personality (halo effect) Big ticket announcements support focussed reputational goals (typically social issues and building trust) Business units heavily aligned to centre Newsroom Model High volume, high pace coverage generator to differentiate brand Turn narrative into news through news planning and pipeline techniques Function mirrors news room with different desks Head of news role at centre Centre measures progress of local news rooms Constant Campaign Model Centre is a campaign hub Competencies in insights & planning, integrated campaigning Business Units and regions are field directors localising and getting the message out Message discipline vital Big Vision /Advocacy Model One business and reputational goal Own single, global debates i.e. future of energy or sustainability Centre is intellectual strategist and provider of big topic original content Sophisticated, insightled planning and execution Units and regions aligned under single narrative, strategy and content 6

7 ANDY CORRIGAN

8 YOUR VIEW

9 Views from around the table 9

10 World Class Reputation Benchmark

11 World Class Reputation Benchmark What? An annual benchmarking study of leading global companies corporate communications function Why? To identify the structure, competencies and digital strategies that characterise a world class function, and uncover the latest trends in the field The World Class Reputation Benchmark provides: A 360⁰ view of current and emerging functional trends From three critical perspectives: 1 Comms heads 2 3 Editors, CEOs NGOs & Government

12 Content of the study Strategy, structure &purpose Digital integration & capability Competency &capability development curriculums News flow & thought leadership trends Best practice in monitoring & measurement Ranking of key issues &priorities Outside-in view Bespoke investigation available

13 NEXT STEPS Talk to ReputationInc Prepared by ReputationInc November 2012