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Anne Gregory: Hvorfor trenger vi kommunikatører i ledelsen?


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Anne Gregory: Hvorfor trenger vi kommunikatører i ledelsen?

  1. 1. The world needs communication leadership Professor Anne Gregory Chair, Global Alliance
  2. 2. We have a problem: WEF
  3. 3. We have a BIG opportunity...
  4. 4. Communication is at the heart of everything
  5. 5. Driving factors in our world • Compression • Complexity • Connectivity • Co-dependence • Context
  6. 6. What do we conclude from this? Organisations are defined and constituted by communication not just enabled by it…
  7. 7. A new way of looking at organisations
  8. 8. The value we contribute: 80%
  9. 9. Who is round the Board table?
  10. 10. Grasping the opportunity to lead…
  11. 11. Leadership with communication at its heart - thanks to A.G Lafley • Defining the meaningful outside • Deciding how you do business • Balancing present and future • Shaping values and standards
  12. 12. What CEOs expect from us • Forward intelligence • Externally and internally connected • Problem-solvers • Coaches and advisors • A new, authentic narrative • Technical competence
  13. 13. Implications Requires leadership from us at all levels: understanding and solving problems affecting relationships and reputation
  14. 14. Four levels of contribution Society Corporate Stakeholder/value chain/network Functional Steyn, 2007; Gregory and Willis 2009
  15. 15. To society…. Purpose: Social orientation • what is our role in society? • what are our obligations? • what are the implications for our organisation? Values based: stakeholder oriented PR contribution • maintain legitimacy • assists strategy development • puts performance into perspective • builds brand identity • provide the organisational sense- check ROI on the 80%
  16. 16. Key issue is purpose…
  17. 17. Defining Character and Values The communicative organisation has a clear sense of its ‘DNA’ • Values: which the organisation lives by and guides its decisions and behaviour. • Leadership: to model the character and values of the organisation through decisions taken • Culture: the processes, structures, collective behaviour and ways of working that define organisational life. The way people interact with each other internally and externally.
  18. 18. Character and Values
  19. 19. On character
  20. 20. At corporate level…. Financial orientation • What is the shape of our business? • How shall we deploy our resources? Internally oriented: resources and capability PR contribution • Informed decision- making: listening • Coaching management on their comms responsibilities • Preserving and building an authentic organisational character
  21. 21. Articulating Comms as an asset • Reputation (the opportunity) • Relationships (the authority) • Cultural alignment (the reality) • Not just an economic resource • A way of being with stakeholders Articulating Comms as a Competence Articulating Comms as organiastional DNA
  22. 22. The danger of getting it wrong
  23. 23. At stakeholder/value chain level…. Stakeholder and financial orientation • Who is or should be part of the closer stakeholder community? • Who is in our value chain? Relationship oriented PR contribution • Identifying stakeholder needs • Negotiating collaborations • Upholding values • Monitoring performance • Managing multiple- stakeholders
  24. 24. The company you keep….
  25. 25. At functional level…. Societal, organisational and stakeholder focused • What are the operational imperatives? • How do we implement efficient and effective programmes and campaigns? Operational competence Comms Contribution • Strategic programmes • Reactive, proactive and interactive • Evaluated
  26. 26. Society Corporate Stakeholder/ value chain Functional The four DNA strands BRAND PLANNING&FLEXING CORE COMPETENCE LEADERSHIP
  27. 27. The core role in four parts ORIENTER NAVIGATOR CATALYST IMPLEMENTER
  28. 28. Why? • a new business paradigm is emerging • governance is at its core • covert and overt accountability • new issues and risks to be managed • determines your license to operate • a different world for CEOs and boards
  29. 29. Bankers do God’s work Lloyd Blankfein CEO Defending Goldman Sach’s profits and bonus’s
  30. 30. The 4 P’s of communicative leadership • Purpose • Principles • People • Process you behave is the key to legitimacy
  31. 31. At the end of the day….. The ultimate core competence which communicative leadership can bring • legitimacy • influence • advocates
  32. 32. A last thought If organisations organise around communication innovation will happen....this is the condition that is required.