Академический Документы
Профессиональный Документы
Культура Документы
9 January 2002 Corporate Communication Institute at FDU Michael B. Goodman, Director www.corporatecomm.org
OVERVIEW OF FINDINGS
l Competition & technology drive actions Evolving roles & responsibilities Accelerating pace of work Increasing strategic importance Critically important for business units Trends: globalization, technology, social responsibility, employee focus, reputation management l Core competencies expand to strategic abilities l l l l l l Practitioners are younger, smarter, and better paid l Impact of terrorism and September 11 to be determined
Corporate Communication Institute at FDU www.corporatecomm.org 5
15k - 20k + 20k - 25k - 30k - 40k + 19.9 24.9k 29.9k 39.9k
10
16.2 13.9
11
12
REPORTING LINES
50 45 40 35 30 25 20 15 10 5 0 47.5
30 2001 9.8
5.5 0
7.1
CEO
CFO
COO
CIO
Counsel
Other
13
14
15
16
56.9 55.4
43.1 44.6
2000 2001
17
18
75.2
69.7
67.9
24.8
30.3
Yes - Budget
No - Budget
19
70.1
Yes - Budget
No - Budget
20
46.7
52.4
53.3
47
58.4 56 41.6 44
2000 2001
Yes - Budget
No - Budget
21
No - Budget
22
Yes - Budget
No - Budget
23
Yes - Function
No - Function
24
No - Budget
25
72.4
21.9
27.6
19.7 23.9
Yes - Budget
No - Budget
26
Yes - Budget
No - Budget
27
72.3 73
2000 2001
Yes - Budget
No - Budget
28
73 69
27
31
19.7
28.8
Yes - Budget
No - Budget
29
48.2 52.7
51.8 47.3
2000 2001
Yes - Budget
No - Budget
30
2000 2001 3.6 5.4 Yes - Function No - Function 1.5 2.2 Yes - Budget No - Budget
31
Yes - Budget
No - Budget
32
2000 2001 6.6 3.2 Yes - Function No - Function Yes - Budget 11.7 4.9
No - Budget
33
No - Budget
34
71.9
28.1
Yes - Budget
No - Budget
35
2000 2001 10.9 10.3 Yes - Function No - Function 7.3 9.2 Yes - Budget No - Budget
36
37
27.2 19.1 14 8.3 5.6 14.7 12.8 4.4 4.4 1m - 4.9m 5m 7.49m 7.5m9.9m
23.9 20.6
2000 2001
<500k
500k 999k
10m +
38
33.5
36.6 30.3
l 1.1% -- 15% increase l 7.0% -- 15% + increase DECREASED Budget l 13% -- 5% decrease l 9.7% -- 10% decrease
se
Ch
se
No
cr
De
In
cr
ea
40
62.8
l .5% -- 15% increase l 4.9% -- 15% + increase DECREASED Staff l 8.1% -- 5% decrease l 4.9% -- 10% decrease l 1.6% -- 15% decrease l 3.2% -- 15% + decrease
41
20
17.8
cr
De
In
cr
42
43
24.1
33.5
26.3
Advertising
Annual Report
Policy
45
56.9 43.1
35.7
6.9
Corporate Culture
Mission Statement
46
28.5 32.1 2.2 6.5 Crisis & Emergency 7 7.1 2.2 2.7
Citizenship
Employee Relations
Ethics Code
47
Exec Speeches
Gov Relations
Internet
Intranet
48
32.6
6.6
7 Marketing Comm
Investor Relations
Labor Relations
49
33.5
50
COMMENTS (1)
l the role of corporate communication [is to] manage a company's brand reputation through broad involvement in a number of different capacities such as providing counsel to the CEO, ...overseeing communications to all constituencies to achieve consistency, and managing the long-term reputational implications of a corporation's strategy to ensure the brand retains its integrity - regardless of the financial environment. l Increasingly technology-driven. l We are the corporate conscience.
51
COMMENTS (more)
l Employee communications is being recognized (finally) as very important. The key here is that our people are watching behavior. Actions speak louder. l Communication professionals, even at the most senior levels, must be both strategic (thinkers) and execution (doers) focused. l Corporate communications tends to be taken more seriously each day at this and most other serious companies. As a profession, we would be best if we let communications imply what the average educated person means by communication and avoid making unsupportable claims for its capability or utility.
Corporate Communication Institute at FDU www.corporatecomm.org 52
COMMENTS (more)
l ...the profession is evolving along with business toward meeting the new dynamics of globalization and e-commerce. This transformation is raising the profile of the profession and requiring new skill sets. Continuing education will be critical to success... l To be flexible and to utilize new tactics. To anticipate problems before they are problems. To have a respected and honest relationship with senior management allowing the communicator to speak candidly... l The office must serve as a clearinghouse of information and policy.
Corporate Communication Institute at FDU www.corporatecomm.org 53
COMMENTS (more)
l The role of corporate communications in our company is significant. It has earned its "place at the table" by delivering value to our business units... l ... Today's communication leader must be skilled in all disciplines, including IR, and be in a strategic position on the senior management team to be effective and valuable. l ...Our execs are largely caught in a 1970's time warp who seem to think communications is best functioning organizing office parties/picnics/etc. or taking reactive positions with the media...
54
COMMENTS (more)
l ...corporate communications responsibility is to ensure employees were well-informed about the company, and that the company's perspective is represented in the media. l Corporate communication underpins virtually every aspect of the company to realize a very viable exponential ROI, communications must be viewed as a strategic function reporting to either the CEO, CFO or head of marketing. l Corporate communications is viewed by management as an essential and vital skill set. Viewed as major contributor to public standing and business success. l Our constant challenge is to be included as a strategic partner to our executives...
Corporate Communication Institute at FDU www.corporatecomm.org 55
FINDINGS
l Competition & technology drive actions l Evolving roles & responsibilities l Accelerating pace of work l Increasing strategic importance l Critically important for business units l Trends: globalization, technology, social responsibility, employee focus, reputation management l Core competencies expand to strategic abilities l Practitioners are younger, smarter, and better paid
57
58
59