The Global CCO. The Global Chief Communications Officer

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1 Madrid New York Washington, D.C. The Global CCO The Global Chief Communications Officer ESADE Business School, Madrid Columbia University, New York Georgetown University, Washington, D.C. Global CCO 1

2 2 Global CCO The Global CCO The Global Chief Communications Officer

3 The Global CCO is a senior management program designed in partnership by two leading institutions ESADE Business School and Corporate Excellence Centre for Reputation Leadership. It is focussed on the most critical topics to improve the knowledge and the skills of the Global Chief Communications Officer (Global CCO). This new position represents the update of the traditional management communication role by incorporating the public agenda, the management of intangible assets, and leadership, among others. Global CCO 3

4 Message from the Program Directors What Makes Corporate Communications Officers Successful? In a social environment where society expects companies to play a greater role in the management of the most relevant challenges affecting citizens, the Chief Communications Officer should guarantee that his or her organisation is conscious of the importance of managing these expectations, and the impact appropriate management of the agendas shared between business and public administration. This program, The Global CCO (The Global Chief Communication Officer), is a unique opportunity for professionals in charge of communications and management of intangible assets to strengthen their skills and develop the needed knowledge to successfully confront the new reputation economy. In this new environment, excellent management of reputation, corporate brand, communications, public affairs and metrics are key skills to success as a Chief Communications Officer. The CCO should help companies and institutions in the reputation economy offering a real vision of the future. This has some implications: Consolidate brand and corporate reputation management as essential levers to achieve excellence and Company differentiation. Strengthen brand and reputation as key intangible assets to create strategic competitive advantages. Strengthen brand and reputation as key intangible assets and resources in business results and establish the indicators for their measurement. Show the financial return on the company s intangible assets, and establishing the indicators for their measurement. 4 Global CCO

5 Develop a management model based on relationships with stakeholders. Contribute to the recovery of trust among people regarding companies and public administrations. We have designed an innovative program based on the most recent research carried out by Corporate Excellence Centre for Reputation Leadership on What makes a Chief communications Officer Excellent *. The program combines rigour and outstanding academic knowledge with the most advanced business experiences. It involves a Final Project, THE SOLIDARITY PROJECT where participants are required to provide some selected NGO s with a project designed to give solutions to a specific problem. It is a program led by ESADE Business School and Corporate Excellence Centre for Reputation Leadership, in collaboration with Georgetown University and Columbia University. Josep M. Oroval Associated professor at the Department of Marketing Management ESADE & Director of the ESADE Brand Institute Ángel Alloza CEO Corporate Excellence Centre for Reputation Leadership * What Makes a Chief Communications Officer Excellent, a study aimed at elaborating understanding the drivers and nature of excellence Of Chief Communications Officers, Research carried out by CE, directed by Prof. Cees Van Riel, and Drs. Marijke Bauman, RSM Erasmus University. Global CCO 5

6 The Alliance GLOBAL POSITIONING The Global CCO combines the interdisciplinary teaching strengths of Corporate Excellence - Centre for Reputation Leadership and ESADE Business School. Corporate Excellence Centre for Reputation Leadership (CE) Major Spanish corporations have joined together to launch a center of excellence, the Corporate Excellence - Centre for Reputation Leadership (CE), a think tank to promote corporate brand and reputation management as a strategic driver for business excellence. Goals: To consolidate brand and reputation management as a strategic driver to achieve business excellence. To introduce the role of a Chief Communications Officer (CCO) as a strategic role within the company, to add value to the organization. To show the financial return on the company s intangible assets. Creation of strategic alliances in order to support the relevance of reputation, as an essential element of business management. 6 Global CCO

7 ESADE Business School With more than half a century of experience, ESADE s founding imprint reveals an identity that has strongly inspired the institution s focus, allowing it to contribute to society in a significant and innovative manner. Through training, research and social debate, ESADE has contributed, and will continue to contribute to: Promoting an open vision of management, involving diverse organizations: companies, public authorities and non-profits. Advancing the process of modernizing the Spanish economy and its successful internationalization over the last few decades. Reinforcing innovation and enterprise, training entrepreneurs capable of implementing innovative and sustainable business models. Teaching and promoting corporate social responsibility, combining the perspective of professional competence with a vision of leadership as a service and commitment to society. Global CCO 7

8 The Program Modular 3 week program 4 days per week Madrid ESADE Business School New York Columbia University Washington, D.C. Georgetown University What makes a Chief Communications Officer Excellent Building on Knowledge Geopolitics. The role of the Company. Communication and Starter 8 Global CCO

9 MODULE 1 What makes a Chief Communications Officer Excellent The 20 drivers of excellence. How to be part of the internal dominant coalition. How to lead the external dominant coalition. How to become an agent of Company s transformation. Giving advisory support to the CEO and C-Suite. Personal capacities, skills and leadership. Madrid What makes a Chief Communications Officer Excellent. The 20 drivers of excellence. The typology of CCO excellence, 4 categories of CCO fitting into the Company s requirements. How to be part of the internal dominant coalition. Building across-function platforms with other C-Suite directors, supporting organizational stakes in a diplomatic way. How to become an agent of change. How to lead and support large scale organizational change projects. Building coalitions with business units. Trusted advisory support to the CEO and C-Suite. Strategists that know the business and its social context. Protecting and enhancing CEO s and C-Suite reputation. Mastering analytics and metrics related to business creation. How to measure intangible assets and implement KPIs in communications, brand and reputation to achieve strategic goals. Skills, personality, leadership style. Leadership applied to participants. Self-knowledge. Both personal and professional skills and style. Present and future role and organization chart of the CRO. New organizational models. Best practices. Global CCO 9

10 MODULE 2 Building on Knowledge Communications and Reputation Management, brand and communications approaches and trends. Digital marketing and communications strategies. Media relations, earned media and new corporate-media business models. New York Communications and reputation management. Connecting the strategic vision to implementation. How communications serve as the tool to execute Company s business model and corporate strategy. Reputation measurement, management, value creation and risk mitigation. Brand and communications approaches and trends. The branding process, brand experience, internal branding. Brand and communications innovation. Digital marketing and communications strategies. From mass communications to customer networks: rethinking the media paradigm. The journey from persuasion to advocacy and sharing beliefs and values with your stakeholders. Media relations, earned media, and new corporatemedia business models. Every company must think and deliver like a media company. The radical changing dynamics of media-corporate partnership. 10 Global CCO

11 MODULE 3 Geopolitics. The role of the company. Communication and Starter Learning how to read the social and business context. Understanding geopolitics, lobbying, business models in order to improve Company s overall strategy. Washington D.C. is the place to be to address all these aspects. Washington, D.C. Learning how to read the social and business context. The CCO as the interface between Company and Society; the CCO is the eyes and ears of the organization. Connecting Companies with reality, citizens and regulators expectations. Business Government Relationships. The nonmarket strategy and market strategy need to be managed in a complementary manner. Political economy - who influences whom -. Learning how to speak the language of politicians and civil servants. Understanding Geopolitics. Learning how to implement business internationalization processes. Doing business in emerging countries. Rule of Law. Geopolitical risks and large corporations. Communications and lobbying management. Gathering and bringing to the Company key information to decrease uncertainty. Deep knowledge about the rules of key international boddies such as Mercosur, G20, WTO, World Bank, etc. Major issues on public agendas of politicians, entrepreneurs and international organizations. Political communication as a source of learning and benchmarking: Communications management in politics, multilateral organizations and institutions. Story telling and Corporate Communications Framework. Building and mantaining relationships with key stakolders and opinion leaders. Strong sense of developments in the political environment. Global CCO 11

12 Solidarity Project GOALS A program aimed at senior professionals in the Communications field cannot simply impart knowledge. It is also an excellent opportunity to collaborate and share experiences among all participants who work in groups in a real exercise from a different perspective to that of their usual business reality: applying their talent and experience to a good cause. This is the philosophy we want to reinforce through the Solidarity Project: to give all participants the opportunity to implement their knowledge and skills in a case or problem of a real nonprofit organization, working as consultants in corporate brand strategy and communications for some selected NGOs for the Global CCO Program. 12 Global CCO

13 Special Program Features Strengthen professional skills and personal development for the role of communication and reputation management and advice to senior management. Acquire a global perspective and thorough knowledge of social reality and the major challenges facing the world and help shape the role of business in these global public agendas. Develop the knowledge and personal skills to help organizations build sustainable perceived differentiation, strengthen relationships and align the organization with key stakeholders. Reinforce the understanding of how communication, brand and reputation contribute to the continuous transformation and improvement of organizations; the need to develop metrics to support such contribution. Understand the challenges of leadership, the importance of values, responsibility, integrity and ethics. Innovate and manage the future of communications. Management of intangible assets: new strategies to approach stakeholders, new technologies, content, communications framework, storytelling and new way of relationships with the media (half earned). Effectively connect to the CE communications community world wide. Global CCO 13

14 Participants Communications, public relations, brand, reputation, public affairs managers and directors who want to improve their skills for the new role of Chief Communications Officer representing the future of the traditional role of managing communications and intangible assets in companies and institutions. Learning Model DYNAMIC LEARNING Presentation and in-depth conceptual explanation of the subjects by program faculty. Analysis of examples and real life situations, with practical application. Application of concepts through case studies and group work. Approach to the design and implementation of strategy as well as the development of a more competitive approach through several simple models. Extensive in-site visits and meetings with selected Companies, Consultancy Firms and Institutions INTERACTION The key element of this learning model is undoubtedly the participants themselves. By exchanging experiences, they enrich the knowledge acquired both in and outside of the classroom. Participant selection, group discussions, and working lunches are designed to promote dynamic exchange and knowledge sharing among peers from different functional areas and business sectors. Participants establish relationships with other managers and executives who face similar challenges and, in doing so, create a network of contacts that lasts well beyond the Program. 14 Global CCO

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16 Typical Module Chart The Global Chief Communications Officer Module 2 Columbia Business School: Building on Knowledge Location: New York City Monday Tuesday Wednesday Thursday Program Overview The Branding Process Election 2012: Lessons for Communications Practice Digital: Measurement & Analytics The Strategic Communication Changing Dynamics or Media- Evaluating Emerging Building Brand Identity Imperative Corporate Partnership Technologies & Oportunities Break Rethinking the Media Paradigm Reputation Management & Risk Customer Experience Five Communications Innovative Tools for Reaching Management Strategies for Customer Influences Networks Lunch The Corporation s Responsibility to Key Constituents A New Model for Corporate Care Visiting companies Innovation in communication Group Work Big Think: Innovative Strategies Group Work Developing customer network strategies Lessons from Brand Failures in Digital Communications Break Best Practces for Brands on Social Networks Digital & the Organization: Silos, culture, skill sets, and who leads. Leading Participation in Business & Social Issues Building Corproate Content Platforms The Global CCO Module 3: Closing session 16 Global CCO

17 CONTACTS ESADE Business School Ms. Rocío Medina Product Manager Mateo Inurria, Madrid, Spain Phone Please note: program, faculty, venue, dates, and fees are subject to change. ESADE Business School and Corporate Excellence - Centre for Reputation Leadership also reserve the right to cancel this program if in their view the circumstances required for its successful completion do not apply. Corporate Excellence Centre for Reputation Leadership Ms. Saida García Sagasta, 27 3º izq. B Madrid, Spain Phone Global CCO 17

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