COMMUNICATION DIRECTOR Issue 1/2017 ASI A-PAC I F I C EDI TI O N
THE MAGAZINE FOR CORPORATE COMMUNICATIONS AND PUBLIC RELATIONS
www.co mmunicatio n-d ir e cto r.co m
Adapting to a new normal? Why the corporate communications counsellor has never been more important
From the newsroom to the ballot box The fight against inequality, populism and alternative facts starts here
Algorithm nation The code behind what we see – and what we don’t see – in our news feeds
Twilight of the experts What now for the polling companies? (And is it their fault anyway?)
Fake news, real threats Communicating in the post-truth era
EDITORIAL
Taking a stand in the post-truth era About a month after she lost the presidential election, Hilary Clinton made her return to the public eye with a speech denouncing fake news as a threat to democracy: speaking from painful experience, Clinton said “It’s now clear that so-called fake news can have real-world consequences. This isn’t about politics or partisanship. Lives are at risk. Lives of ordinary people just trying to go about their days, to do their jobs, contribute to their communities.” Just a few days after Clinton’s speech, Pakistan’s defence minister wrote a sabre-rattling Twitter post after a false report that Israel had threatened Pakistan with nuclear weapons. At the World Internet Conference in Wuzhen, China, the vice minister of China’s top internet authority recommended using identification systems for netizens who post fake news and rumours. Meanwhile, the Malaysian Communications and Multimedia Commission found that most Malaysian social media users cannot tell the difference between real and fake news. But how will Asia Pacific’s corporate communicators face this threat? For many industries, “fake news” is not a new story – pharma and the financial sector, for example, have long been the target of biased claims or distorted truths. What is new is the technology that enables the wildfire spread of false stories, stories that aren’t easily distinguishable from the rest of our news feeds. This presents a real risk to companies across Asia Pacific. Could the fake news model as perfected in the Trump campaign be adapted by a disgruntled employee or a corporate competitor? What plans do you have in place to survive an avalanche of untrue, negative stories? Does Facebook’s refusal to be seen as a publisher put Asia-Pacific companies in a vulnerable position when it comes to fighting fake news? In this issue of Communication Director, we explore how communicators can help their organisations overcome this very real threat.
DAFYDD PHILLIPS
Photo: Laurin Schmid
Editor in Chief
Brought to you by the Asia-Pacific Association of Communication Directors www.apacd.com
3
CONTENTS
6 CORPORATE AFFAIRS
The year for communicators to take the lead There are huge opportunities for communicators to step up and lead in 2017
40
10
MEASUREMENT
PR ESSENTIALS
The myth busters
14
Arm yourself with the simple sword of fact-checking websites
NGO
RISK
A helping hand How public affairs communications can help NGOs have a stronger impact in public-private partnership
22 CONTENT
Aim high! To make your digital communications soar this year, focus on content first
25 REPORT
The long and the short of it In an era of quarterly capitalism, why should companies communicate their long-term value creation story?
28 STRATEGY
Shooting the messenger
30 AGENDA SETTER
Taking on the big issues Positioning your organisation as an activist in social issues requires tact and innovation
34 DIGITAL
How to screw up this year To sharpen up your digital and social media plans for 2017, think strategically, not just tactically
37 CRISIS
It’s time to rethink crisis management How to entrench your crisis strategy on an executive level
To encourage reflective conversations in a distracted age, communicators need to go off message
4
44 SPEECHWRITING
The ups and downs of speechwriting
The risk management digital disconnect Six emerging priorities for chief communication officers in 2017
Measuring the role of intangible assets in generating value
COMMUNICATION DIRECTOR 1/2017
From clashing egos to meddlesome advisors
47 INNOVATION
“That’s a place you must earn.” Do communications leaders have what it takes to become executive leaders?
50 COLLABORATION
Group chat New tech that brings far-flung managers together
52 INNOVATION
Chasing satellites One solution to the double challenge faced by large corporates that want to be seen as innovators
Photo: Akshaya Patra Foundation
18
Innovation in metrics
ISSUE FOCUS
CONTENTS
Communicating in the post-truth era 56 Adapting to a new normal? In a post-truth age, the role of communications counsellor has never been more important rhetoric?
60 Editing the political playbook Recently, politics have sparked a debate on the nature of truth and misinformation.
1/ 17
72 What’s the damage? Measuring the impact of fake news on corporate reputation can uide for companies to navigate a post-truth landscape
76 Inoculation, risk and values How the inoculation theory offers a powerful way of combating the sinister phenomenon of fake news
64
68
80
Algorithm nation
Partners in truth
What are algorithms, how do they decide what we see and what we don’t see online, and can they be used to break, not build, our bubbles?
The challenges faced by journalism helped set the stage for fake news: communicators must work with journalists to fight for truth
What now for polling? After last year’s election shocks, can we trust polls ever again? And if not, whose fault will that be?
86
90
COMMUNICATION READER
ASSOCIATION
FIVE TIPS
Books
APACD
New and upcoming titles for the communicator’s bookshelf
The latest developments in the Asia-Pacific Association of Communication Directors
Finding the right media mentor
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COMMUNICATION DIRECTOR 1/2017
The qualities to look out for when you’re searching for a media coach
5
CORPORATE AFFAIRS
2017: The year for communicators to take the lead With the right mind-set and approach, there are huge opportunities for communicators to step up and show leadership this year.
I
t’s fair to say 2016 will go down as one of the
and the deaths of some of the world’s best-loved
strangest and most challenging years in liv-
celebrities, it was a momentous 12 months.
The new normal is that there isn’t one
ing memory. Recency bias aside, it’s tough to
For all the hopes I have that 2016 might
imagine a year so packed with seismic events
have been an anomaly, a return to relative
and trends. From June’s Brexit decision in the
‘normality’ is far from guaranteed. As Ket-
UK and the pan-European rise of national-
chum’s chairman and chief executive officer,
In terms of geo-politics, the year ahead is li-
ism, to the selection of Donald Trump as PO-
Rob Flaherty, put it in a blog post on trends for
kely to be every bit as interesting. The events
TUS-elect, the heart-rending conflict in Syria,
2017 “the new normal is that there isn’t one”.
running up to the inauguration of President
6
COMMUNICATION DIRECTOR 1/2017
Photo: www.thinkstock.com
BY R OD CA RTWR I GH T
CORPORATE AFFAIRS
Trump on January 20 have certainly opened
who nearly two-thirds said had fallen short
the year with a bang, António Guterres has
of their expectations.
been sworn in at the helm of an embattled UN and European politics will definitely not be lacking in drama. Marked uncertainties surrounding China’s relationship with a Trump-led US, ongo-
TO P AT T RI B U T E S PE O PL E S E E K I N I N D I V I D UA L L E A D E RS 20 1 6
ing tensions in the South China Sea, the election of a new chief executive in Hong Kong in
70% LEADING BY EXAMPLE
March and South Korea’s enduring leadership crisis. These are just a handful of the many factors which will decide the region’s – and arguably the world’s – future.
A deep-seated global leadership crisis
68%
OPEN COMMUNICATION
66%
ADMITTING MISTAKES
66%
HANDLING CRISES CALMLY
65%
MAKING TOUGH DECISIONS
From uncertainty to opportunity and responsibility With every crisis comes opportunity and our research since 2011 has unearthed a rich seam of opportunities for those business communicators adopting the right approach. Across nearly every metric – from leadership and communication to accountability and meeting consumer expectations – business leaders have consistently outscored all other categories of leader.
My belief is that these many uncertainties
More specifically, politicians were found
bring with them a range of almost unprece-
to be more a part of the problem than the solu-
dented opportunities for professional communicators if we adopt the right mindset and approach. By that I mean a more permission-based approach to reputation management, a greater focus on diversity and collaboration,
TO P AT T RI B U T E S PE O PL E S E E K I N L E A D I NG C O RPO RAT I O N S 20 1 6 QUALITY PRODUCTS / SERVICE
start with what we can control – ourselves and our values. For us at Ketchum, the current crisis
sional glass ceiling beyond gender that blocks equal access to leadership opportunities. By contrast, actions by corporations and individual responsibility left new laws trailing as key drivers of social change. In short, the opportunity for
CUSTOMER FOCUS
a willingness to bring human relations back into public relations, and a determination to
tion when it came to shattering a multi-dimen-
the business community to step up – and the TRUSTWORTHY
expectation that they will while political leaders
CUSTOMER SERVICE INNOVATIVE QUALITY OF MANAGEMENT
are failing – has never been greater. Like it or not, opportunity brings with it responsibility. Ketchum’s 2014 Liquid Change
in global politics was somewhat foreseeable.
study found that 74 per cent of executives repor-
Five years ago we pursued a hunch that lea-
ted change fatigue in their organisations – fin-
dership – and its relationship with communi-
dings echoed by Gallup, who found 68 per cent
cation – was set to become one of the defining
of U.S. employees unengaged or actively disenga-
issues of our age. That hunch underpinned our annual global Ketchum Leadership Communication Monitor (KLCM) study, through which we have now sought the views of more than 25,000 people across five continents on
ged, costing the U.S. economy up to $550 billion
D I SM A L C O NF I D E NC E I N L E A D E RS OV E RA L L 20 1 6 40%
a year in lost productivity. In short, this really matters – economically and socially.
effective leadership, effective communication and the umbilical link between the two. The extent of the global leadership crisis our results have revealed has been staggering and enlightening. At no point since we began that exploration have more than one in four respondents in any year said they believed leaders overall were leading effectively. Just 13 per cent this year felt leaders were taking appropria-
BELIEVE LEADERS COMMUNICATE WELL
BELIEVE LEADERS ARE EFFECTIVE
MORE CONFIDENCE IN LEADERS FOR 2017
te responsibility – 7 per cent for politicians,
COMMUNICATION DIRECTOR 1/2017
“Like it or not, opportunity brings with it responsibility.” 7
PR ESSENTIALS
The myth busters
Snopes.com Launched 1995 Created by Barbara and David P. Mikkelson Managing Editor Brooke Binkowski Alexa rank 1,897 (February 2017) Snopes aims to debunk or confirm widely spread urban legends. The site has been referenced by news media and other sites, inclu-
Where do you get your facts from? In 2017, it’s never been more difficult to tell lies form the truth: White House spokespeople spout ‘alternative facts’, fake Twitter accounts spread fake stories that fool journalists, and propaganda-pushing rumour mills compete on an even playing field with established, mainstream media. But help is at hand: we present a sample of the world’s leading fact-checking resources to help you get your facts right.
Fake stories recently debunked include:
ding CNN, Fox News Channel, MSNBC, and Australia’s ABC.
“Did police raid and burn a standing rock protest camp?” “Was Donald Trump seen at a Swiss resort with Vladimir Putin before the election?” “Did KellyAnne Conway say being labelled racist is ‘a small price to pay’ for making America great again?”
10
COMMUNICATION DIRECTOR 1/2017
PR ESSENTIALS
FactCheck.org
PolitiFact.com
Launched 2003
Launched 2007
Created by Brooks Jackson and
Created by Bill Adair
Kathleen Hall Jamieson
Editor Angie Drobnic Holan
Launched 1999
Director Brooke Binkowski
Alexa rank 8,087 (February 2017)
Created by Rich Buhler
Alexa rank 18,112 (February 2017)
TruthOrFiction. com Alexa rank 77,747 (February 2017)
PolitiFact.com is a project operated by the FactCheck.org is a nonprofit website that de-
Tampa Bay Times, in which reporters and
Topics are researched and rated ‘Truth’ or
scribes itself as a non-partisan “consumer ad-
editors from the Times and affiliated media
‘Fiction’. When the accuracy is not known
vocate for voters that aims to reduce the lev-
fact check statements by members of Con-
with certainty, the stories are rated ‘Unpro-
el of deception and confusion in U.S. politics”.
gress, the White House, lobbyists and inte-
ven’, ‘Disputed’, ‘Reported to be Truth’ or ‘Re-
It is a project of the Annenberg Public Policy
rest groups
ported to be Fiction’.Partially true stories are
Center of the Annenberg School for Commu-
rated ‘Truth & Fiction’, ‘Truth but Inaccurate
nication at the University of Pennsylvania.
Details’, or similar.
“Is Donald Trump’s executive order a ‘Muslim ban’?” “Christian refugees ‘Unfairly’ kept out?” “In the election, did Hillary Clinton only win 57 out of 3,141 counties?” “Did the Obama White House hold Islamic prayer five times a day, and provide prayer rugs for Muslim employees and visitors?”
“Two Iraqis came here to this country, were radi“Trump executive order calized and they were the leads to capture of ISIS masterminds behind the leader at JFK airport.” Bowling Green massacre... It didn’t get covered.” “Donald Trump’s mother Mary Anne Macleod an “Trump claims Obaillegal immigrant.” ma made deal to take “800,000 illegals voted thousands of illegal imfor Hillary Clinton in migrants from Austra2016.” lia.” (rated Half True) COMMUNICATION DIRECTOR 1/2017
11
NGO
A helping hand How public affairs communications can help NGOs have a stronger impact in public-private partnership – and put much-needed food on empty plates. BY MA D HU PA ND I T DASA
Akshaya Patra has state-of-the-art kitchens (above), some of which can prepare meals for over 100,000 beneficiaries at a time – beneficiaries just like the happy customer on the following page/ Photos: Akshaya Patra Foundation (5)
N
on-profit-organisations may be highly
ver, is that a sound communications strategy
a trustworthy relationship between all the
passionate about the cause they have ta-
and its compelling execution becomes import-
stakeholders while forming a positive pub-
ken up, but the desired impact will continue
ant when the resources are slim and the res-
lic perception.
to evade them if they are unable to commu-
ponsibility huge.
When welfare projects are commissi-
nicate it to their stakeholders. Most not-for-
The significance of communication
oned to non-profits, their public accountabi-
profits seem to believe that the focus should
is raised a notch when it comes to the pu-
lity naturally comes under scrutiny. They are
be on services, while spending on communica-
blic-private partnership (tripartite) model.
liable for their effectiveness, reliability, and le-
tions should be kept minimal. The fact, howe-
Strong communication helps in establishing
gitimacy. Such organisations are under im-
14
COMMUNICATION DIRECTOR 1/2017
NGO
mense pressure to demonstrate efficient use of resources, especially solicited public funds; a robust communication strategy can help demonstrate the same. In some countries such as India, with the corporate social responsibility mandate coming into effect, not-for-profits operating in the country have an opportunity to work closely with corporates to raise funds for sustainability and expansion of the programme. However, if not-for-profits intend to make the most of this opportunity, it is imperative that they establish themselves as credible organisations. In the non-profit sector, effective communication strategy is important also because in this sector, the aim is to elicit partnership without any transaction involving commercial gains. To showcase the ‘good’ even when most parameters paint a bleak picture is the tightrope walk that not-for-profit organisations have to embark on, and communication is the balancing pole that has to be used
“The publicprivate partnership model can be about risk-mitigation and not just about risk sharing.”
to its full potential, effectively. As a not-for-profit organisation striving to fight classroom hunger and malnutrition in India, The Akshaya Patra Foundation implements the government of India’s MidDay Meal Scheme in the government and government-aided schools in the country. The mid-day meal served at public schools acts as an incentive for children to attend school. In serving wholesome meals to children, the Foundation ensures that they are not deprived of education because of hunger. Amongst a sea of NGOs in India, Akshaya Patra is one such organisation which has
Vision: No child in India shall be deprived of education because of hunger
nors are contributing towards the cause, Akshaya Patra adheres to the strictest norms of financial transparency and accountability as it is the organisation’s belief that it adds to the credibility, improves donor relations, and boosts public trust in the long run. This,
set a benchmark in the tripartite model th-
The Foundation has been leveraging tech-
in turn, adds to organisation’s efficiency and
rough its strong communication strategy. The
nology to feed millions of children across 27
helps serve more children. The Foundati-
Foundation works towards addressing class-
locations. In 25 locations, Akshaya Patra has
on complies with the International Financi-
room hunger and malnutrition. Feeding over
state-of-the-art kitchens, some of which can
al Reporting Standards and the Indian Ac-
1.6 million children from 13,529 schools across
prepare meals for over 100,000 children at
counting Standards issued by the Institute
11 states in India, it is the world’s largest (not-
a time. In what can be considered as an apt
of Chartered Accountants of India (ICAI).
for-profit run) school lunch programme. In
example of community participation to fos-
Over the course of 16 years, the Foundation
doing so, it contributes towards the cogniti-
ter nation building, the Foundation has ad-
has won several awards, including the Gold
ve development of a child and increases their
opted the decentralised model in two loca-
Shield awarded by the ICAI for Excellence in
attendance while reducing the dropout rate.
tions, where women’s self-help groups cook
Financial Reporting and South Asian Federa-
It is due to this strong driving force that the
meals with the Foundation acting as a mo-
tion of Accountants’ Best Presented Accounts
organisation is able to collaborate with glo-
nitoring authority.
Award. It is the first organisation in the not-
bal initiative such as UN’s Zero Hunger Challenge, to end global hunger.
As multiple stakeholders such as the government, corporates and individual do-
COMMUNICATION DIRECTOR 1/2017
for-profit sector to earn a place for itself in ICAI’s Hall of Fame.
15
RISK
The risk management disconnect A new report on reputation risk reveals six emerging priorities for chief communication officers in 2017. BY C HA R L ES L A N K E ST E R
hen the Asia-Pacific Association of
developments, we have summarised what we
led products, fraud, bribery, corruption, terro-
Communications Directors and Ru-
learned from the APACD CCO survey and pre-
rist and cyber-attacks. Respondents also listed
der Finn Asia polled 140 senior communica-
sent six fast-emerging priorities for communi-
shareholder activism and shifting regulatory
tions officers towards the end of 2016, we ob-
cations professionals in 2017.
environments as risks to their organisations’
tained fascinating, unexpected insight. What
reputations. There was refreshing honesty in
were the primary concerns? What was wor-
other responses: while 80 per cent of commu-
king well? How important was social media from a news delivery perspective? Fast forward to now and the research could not have been more timely. In a totally uncharted, al-
The highs and lows of the CCO
nicators stated they take reputational risk seriously, approximately the same proportion (76 per cent) said they look at other organisations in the midst of a reputational crisis and think
ternative facts, fake news environment, com-
When asked to rank primary business risks
“we were lucky this time”. The value of reputa-
munications professionals are working in fas-
(keep in mind these were BT – Before Trump),
tion is without question: close to 100 per cent of
cinating times. To try and make sense of these
APACD members cited Brexit along with recal-
respondents said the reputation of their organi-
18
COMMUNICATION DIRECTOR 1/2017
Photo: iStock
W
RISK
sation is vital to success and needs to be actively managed with 90 per cent saying a crisis presents an opportunity if managed well. One of the most striking conclusions from the research? Digital is built in to the fab-
1 The rise of the CRO
3 The challenge of ERM
ric of business today with the glaring exception
No, not ‘R’ for risk or reputation, but resilien-
Enterprise Risk Management (ERM) has been
of risk management. While 70 per cent of execu-
ce. Already a firm feature of many local au-
shown, time and time again, that it has very
tives interviewed said they were confident they
thorities within the public sector, the chief
little value when tested in the real world un-
had effective crisis response planning in place,
resilience officer is a role that would deliver
der real crisis conditions. Ask Wells Fargo,
that confidence does not extend to their organi-
immediate value to any corporation. Defined
Malaysian Airlines, Mylan/Epipen, Dream-
sational digital and social media planning and
by The Rockefeller Foundation as “a top-level
world or VW how well their ERM worked
channels. With 85 per cent of communications
advisor (that reports directly to the city may-
for them? ERM is an analogue tool in a digi-
professionals reporting that they get their news
or), their task is to establish a compelling re-
tal world. By all means, do it, but don’t rely
from social media, an extraordinary 67 per cent
silience vision (for his or her city), working
on it to offer any value other than being hel-
admitted they either did not have, or were not
across departments and with the local com-
pful for post-crisis finger pointing.
confident that they had, an effective digital and social media plan to manage reputational risks. Pierre Goad, APACD board president remarked, “Today’s fragmented, hyper-connected digital communications environment represents both threat and opportunity for organisations. This research shows exactly why communicators must continue to ensure they prioritise innovative, vibrant and digitally-facing issue and crisis management strategies.” A thought for 2017? Challenge conventional wisdom and weary thinking and encourage a more dynamic, innovative and digital approach. Another startling finding from the study? The majority of those surveyed say their organisations do not rehearse or adequately pre-
“If you genuinely value your reputation, you need to know you can protect it.”
4 Reputation becomes the number one business risk Reputation risk has been fairly zooming up every ranking over the last few years. There is no agreed, consolidated risk ranking benchmark, but those recently polled by Deloitte ranked reputation risk as “more important or much more important than other strategic risks” their companies were facing. A global, or even more localised, major issue
pare for potential reputational crises. Fifty-four per cent said they had not run a risk manage-
or crisis can, literally, traumatise corpora-
ment or crisis simulation exercise to test their
munity to maximize innovation and minimi-
tions, colleagues and customers and lead to
teams in the last twelve months and nearly a
ze the impact of unforeseen events.” Bravo!
long-term business disruption. Reputation is
quarter believed they were unprepared to ma-
Exactly what business needs in 2017.
a vital, fragile business asset that needs a lot of love. Make sure you hold it tight in 2017.
nage reputational risks involving competitive attacks, or third party or industry issues and controversies. If the events from Samsung, VW and Wells Fargo have shown anything in the last six months, it is that there is a proven case for CEOs and boards to place a much higher priori-
2 The integration of digital
5 The embrace of AI
ty on risk management. Many those polled had
Extrapolating from the APACD “digital dis-
not conducted stress tests to see how well they
connect” situation, expect to see the crisis
Smart companies (e.g. Unilever, P&G and nu-
would manage in a real-life crisis situation. Our
“manual” permanently recycled in 2017. Don’t
merous investment firms) are already there, but
position is simple: if you genuinely value your
be sad, be honest: were they ever of any real
many are not. Artificial intelligence and data ana-
reputation, you need to know you can protect it.
use? Risk assessment and immediate respon-
lytics are real, offer enormous competitive advan-
So, it’s clear that 2016 kept everyone on
se will soon be totally phone-based and made
tage and are often totally absent from corporate
their toes in terms of surprises. But as we look
fully digital. Corporations will also place soci-
planning or analysis. Bottlenose predicted Bre-
out to 2017, what are the priorities for those con-
al media at the centre of their response stra-
xit; Genic AI predicted Trump. Weeks in advan-
sidering risk and reputation management for
tegy for a simple reason: that’s where their
ce. Why would companies not want this type of
the year ahead?
problems will be first visible.
data built into their business and operations?
COMMUNICATION DIRECTOR 1/2017
19
CONTENT
Aim high! To make your digital communications soar this year, focus on your content first – as the following five tips will show. BY R AC HA E L K I N G A N D R OWE N A C R OW L E Y
↑ Rachael and Rowena speaking at the 2016 Asia-Pacific Communications Summit in Singapore / Photo: APACD
T
he digital world is evolving every second
There is no doubt that technology has transfor-
how do you distinguish between what’s rele-
and the prospect of a fully connected glo-
med the way we live, communicate and consu-
vant and what’s a fad?
be is both scary and thrilling. In a recent glo-
me on a daily basis. This poses new challenges
This topic formed the basis of Addi-
bal survey conducted by Nielsen, 76 per cent of
and opportunities for corporate communica-
son Group’s recent presentation at the Asia
respondents said they were connected 24/7, 69
tions as companies have to work hard to get
Pacific Communications Summit. The the-
per cent were sure that personal communica-
their content noticed: how do you keep com-
me of the conference was hyperconnected
tion would eventually become digital, and vi-
munications relevant and meaningful in an
communications and we discussed some of
deo was ranked the most popular content type.
ever-changing, ‘always on’ digital age? And
the key developments and trends that have
22
COMMUNICATION DIRECTOR 1/2017
CONTENT
impacted digital communications over the last few years and provided practical tips to
3 Think like a search bot
help stay ahead. We’ve summarised our main points below.
1 Think like a publisher In today’s digital world, companies are creating more content than ever before. Essentially corporate companies are becoming media organisations with their own publishing arms. This means companies need to wear their publishing hat at all times to generate
“How do you distinguish between what’s relevant and what’s a fad?”
a regular stream of relevant and topical con-
tured to reflect these changes. There is a raft of technical factors required to achieve strong performance of search but it’s important not to overlook the fact that Google rewards authoritative and accurate content that is well written. This means that it is essential to plan and write the
diences are using, you can easily spot where
recommend making the most of the content
arch and publications) by breaking it up into
companies must ensure their content is struc-
understand the search terms that your au-
be daunting, difficult and time consuming. We
mitted to producing (e.g. annual report, rese-
web traffic comes through organic listings,
By undertaking keyword research to
of regularly creating interesting content can
vy-weight content that you are already com-
dating their algorithms. As 64 per cent of all
content for your website with SEO in mind.
tent to engage stakeholders. But the thought
that you already create. Re-purpose the hea-
Search engines like Google are constantly up-
2 Understand the user experience
bite-sized chunks that are easy to share across
People now expect fantastic results when they
all your digital channels. And plan ahead by
interact with digital content on any device. A
setting up an editorial calendar mapping out
poor user experience can result in extreme
key events that are happening in your compa-
frustration and a snap judgement on a com-
ny and in the wider world and use this to plan
pany. The more we get used to consuming di-
thematic content across multiple channels.
gital content and using digital devices, the hig-
One company wearing the content
her our expectations have become for digital
crown is GE Reports, a best in class examp-
experiences. Users now not only expect a se-
le of thought leadership and content mar-
amless, logical and intuitive experience when
keting. The blog has hundreds of thousands
they interact with your website, but also one
of loyal readers, its stories regularly go viral
that surprises and delights.
the content gaps are on your site. This approach is really effective for generating content ideas. By creating new content and optimising existing pages to support your SEO goals, you can help ensure your site covers all the bases for a user’s different stages of search intent. This can be achieved by embedding the relevant keywords in the headlines, titles, content and URLs of your pages.
4 Integrate social media Social media now exerts tremendous influence
on Reddit and in the media, and coverage al-
The key to all this is to understand
over the way people around the world get and
ways ultimately ties back to the GE brand.
why people are coming to your website in
share information. Social networks will conti-
What they’ve got right is that their content
the first place. What content are they trying
nue to change the way people act, make deci-
is not always directly self-promotional but
to find and how do they want to interact with
sions and form an impression of a company.
everything links back to brand and their
it? Don’t shy away from asking your users
Social media shouldn’t be treated as a channel
core themes like technology and innovati-
what they want through doing some good old
in isolation, but rather an extension of your
on. It’s valuable for a specific audience and
user testing to trial how people interact with
existing communications by integrating and
that’s why people want to read it. They also
your site. For example, we recently designed
sharing content across multiple channels. Cre-
go beyond the blog, treating their assets like
and built a new corporate website for IHG.
ate seamless linkages between your website and
Lego that they break up and use on diffe-
To ensure the website was designed with user
social media channels so that they are fully in-
rent channels like Periscope, Snapchat, pod-
needs in mind, we started by conducting ex-
tertwined and working as one to express a con-
casts and web series, ensuring that they are
tensive user testing of their old site including
sistent corporate narrative. Find ways to make
making the most of their content assets. In-
online surveys, decision tree testing and spe-
your content easily sharable across social media
ternally, they have a culture of content and
ak along recordings of website impressions.
and to enable users to engage in two-way dialo-
conduct regular writing workshops. This hel-
By understanding user requirements from
gue. Tesco’s new corporate website aggregates a
ps ensure the surfacing of fresh and diverse
the outset we were able to design and build
live feed of all of their relevant corporate soci-
content across the business.
a site fit for purpose.
al networks. It enables their communications
COMMUNICATION DIRECTOR 1/2017
23
REPORT
The long and the short of it In an era of quarterly capitalism, why should companies communicate their long-term value creation story? A recent research project looks at how FTSE 100 annual reporting practices evidence longterm thinking. BY A N N E K I R K E BY
To request a copy of Ticking the Boxes, But Missing the Point?, visist www.blacksunplc.com/en/insights/ research/ticking-the-boxes-but-missing-the-point-research.html
D
espite following regulatory checks and balances to the letter, many companies
are still unable to convey in their annual report a clear sense of what sets them apart or how well placed they are to take advantage of market drivers. They also provide limited cla-
rity around their unique investment propo-
Why the hesitance?
sition or how they are able to create and sus-
In this era of quarterly capitalism, many
tain value over the long term. One reason for
would argue that CEOs are not incentivised
this is that many sections of the annual re-
to focus efforts on the long-term. The impact
port are written in isolation and therefore do
of quarterly earnings on share price which in
not provide the connectivity between the ele-
turn impact CEO remuneration is one aspect.
ments of the report that is needed to provide
Another is that a long-term strategy typical-
a coherent story.
ly relies on continuous investment in the bu-
Another missing element in the long-
siness to enhance long-term competitiveness
term value creation story is companies’ he-
and growth. However, these investments only
sitance to provide sufficient information
impact the share price in the long-term, whi-
around their future prospects, evidence their
le using the same money on high dividends
long-term thinking and provide long-term
and share buy-backs benefits the share price
targets that they can be held accountable for.
in the short-term.
COMMUNICATION DIRECTOR 1/2017
“Among some investors, the case for longterm investment and fiduciary duty has been building for years.�
25
REPORT
that every chief executive officer lay out for shareholders each year a strategic framework for long-term value creation. He also asks that chief executive officers explicitly affirm that their boards have reviewed those plans given the critical role boards play in strategic planning. Securing the investment of key investors is critical for the long-term value creation of a company as their backing will allow companies the opportunity to make investments for the future that enhance long-term competitiveness and growth which may come at the expense of dividends. This gives companies a reason to look at the barriers for longterm investment. In providing this strategic framework for long-term value creation, as suggested by Fink, we believe companies should in particular focus on reporting their strategic priorities, long-term objectives and the investments they make to enhance longterm competitiveness. All of which will serve
Companies that outline specific priorities or objectives with timeframes of five or more years into the future
13%
to evidence their true commitment to long-
As for companies reporting on investments
term value creation and potentially attract a
that enhance long-term competitiveness and
stable shareholder base.
create sustainable value, the picture is mixed. We’re finding that 75 per cent of companies
What does the research say? However, according to our research, only 13
discuss capital expenditure to some degree, but only 25 per cent discuss how it will improve the business. Even fewer, 20 per cent, discuss how the company’s investment in physical, fixed or tangible assets is linked to the company’s strategy.
per cent of companies set out specific strate-
Digging a bit deeper, we find that com-
gic priorities or objectives with a time frame
panies are making reference to the specific
of five years or more in their annual report.
tangible investments they are making. For
In fact, 27 per cent of companies set no strate-
example, 39 per cent refer to specific tangible
gic targets or objectives at all, let alone a time-
investment in technology, 19 per cent refer to
frame for implementing their strategy. This
specific tangible investment in research and
Our research shows that companies increa-
is clearly at odds with the more than half of
development, and 22 per cent to investment
singly use long-term value creation narrati-
FTSE100 chairmen and chief executives who
in employees or human capital. Some com-
ve in the annual report and discuss the value
in their leadership statements commit to sus-
panies make investment in more than one of
they create for stakeholders more widely. Ho-
tainable value creation.
these areas; 7 per cent report having invested
Why is long-term thinking important?
wever, further evidencing long-term thinking in the annual report is critical to a credible sustainable value creation story and is paramount in creating a strong message of accountability and trust and securing stakeholder confidence. Among some investors, the case for long-term investment and fiduciary duty has been building for years. Take the example of BlackRock’s chief executive officer Larry Fink who earlier this year sent a letter to S&P 500 and large European companies asking
26
“In this era of quarterly capitalism, many would argue that CEOs are not incentivised to focus efforts on the longterm.” COMMUNICATION DIRECTOR 1/2017
AGENDA SETTER
Taking on the big issues Positioning your organisation as an activist in social issues is a delicate process: it requires tact, patience, perseverance and - as a few best cases prove – a healthy dose of innovation BY JA N W I S N I E W SK I
A
t the beginning of this year, Starbucks CEO Howard Schultz
butions to mission-based non-profits hitting record levels in the af-
announced plans to hire 10,000 refugees as a direct reaction to
termath of Trump’s election victory (for example, the American Civil
President Donald Trump’s decision to ban citizens of seven majori-
Liberties Union received what it described as “the greatest outpour-
ty Muslim countries from entering the United States. “We are living
ing of support for the ACLU in our nearly 100-year history, greater
in an unprecedented time, one in which we are witness to the con-
than the days after 9/11.”)
science of our country, and the promise of the American Dream, be-
But companies and other organisations making a commit-
ing called into question”, wrote Schultz in a company-wide letter. This
ment to serving communities is not new; the following roundup of
unprecedented move is a step towards bringing together a deeply di-
leading European public affairs communications campaigns remind
vided society that reflects a broader uptick in activism, with contri-
us of the power of public service
30
COMMUNICATION DIRECTOR 1/2017
AGENDA SETTER
The Lloyd’s City Risk Index
← Lloyd’s landmark London headquarters
ge. This was supported by a channel engagement
on for natural catastrophes. Coupled with low
plan, which involved digital advertising to pro-
levels of insurance in comparison to the rest of
mote traffic to the microsite, and a localised me-
the world, this leaves the region’s economies ex-
dia campaign in each country to attract covera-
posed to a double risk. Using the City Risk In-
ge from national media. Overall, 19 speeches and
dex, a study identifying and quantifying the ris-
workshops were held from September 2015 to June
ks cities face, Lloyd’s undertook an educational
2016, witnessed by more than 5,000 stakeholders,
campaign to create awareness of the risks facing
and which generated invitations to present to go-
APAC cities and to start a dialogue with busines-
vernment and business officials in countries such
ses and governments on building resilience. With
as India, Japan, Indonesia and Australia. A regio-
a primary audiences of insurance brokers, cor-
nal broker roadshow created a strong channel for
porate risk managers, city officials and local go-
business leads and engagement with new distri-
vernment, the campaign had three components:
butors. The microsite attracted over 50,000 visits
direct engagement with stakeholders using local
since its launch, 65 per cent of these were new vi-
data and insights; platforms, such as a microsite,
sitors. The media campaign generated 203 articles
for debate on how to build resilience; and raising
with a potential audience reach of more than 98.2
awareness of risks facing cities based on local data
million across 10 countries and 100 per cent key
and share best practice mitigation. To spread the
message pick up. Lloyd’s messages were covered
message, a toolkit was created to be implanted
for the first time on radio in Australia, Hong Kong
at roadshows at the national level and training
and New Zealand and in main broadsheets. The
was given to local managers to become experts
campaign won the Asia-Pacific Communications
in the subject matter and delivering the messa-
Award for corporate affairs.
Photo: www.thinkstock.com
Asia Pacific is the world’s most vulnerable regi-
COMMUNICATION DIRECTOR 1/2017
31
DIGITAL
How to screw up this year To sharpen up your digital and social media plans for 2017, you need to think strategically, not just tactically: avoiding these pitfalls is a good place to start.
was recently invited to an annual strategic
I
tually well-founded. According to a Febru-
My client then proceeded to invite me to
communications presentation of our client.
ary 2016 report published by research firm
“screw up” 2017 before someone else does it
The communications team proudly stated
Markets and Markets, an estimated USD
to them. I must confess it‘s not very flatte-
that apart from a nuclear disaster, they were
1.60 billion was invested globally in the na-
ring to be asked to screw up organisations
prepared to handle any potential digital cri-
scent social media monitoring market in
professionally! However, it’s a challenge too
sis. Despite investing a handsome sum, their
2015. Despite this however, digital and soci-
good to miss. So I accepted, quickly pointing
senior management team were still sceptical
al media crises seemed to be on steroids, in-
out three conventional ways of preparing
saying, “It’s what we don’t see that worries us.”
creasing in both frequency and intensity in
for social media crisis management that will
Excessive paranoia you may say, but it’s ac-
recent times.
screw things up.
34
COMMUNICATION DIRECTOR 1/2017
Photo: www.thinkstock.com
BY RYA N L I M
DIGITAL
1
Screw up 1: get shot in the back by your friends No one likes being shot in the back, especial-
“Droids are merely great sidekicks at best, but they are never the leads.”
ly from your friends. My team at QED were conducting a study that focused not on the causation, but the culprits of social media crises. When we grouped the culprits that shared similar characteristics, a total of seven major culprit groups were discovered. An interesting pattern also emerged that allowed us to further categorise according to external or internal parties from the view of the crises’ “victim”. The results were surprising. Four out of seven of the culprit groups of social media crises were from within or under the direct employment of the orga-
when preparing for potential social media
that only one per cent of consumers are ac-
nisations themselves! These groups include
crises; in other words, trust no one, especially
tively creating original content, and two per
interns, vendors, employees and even seni-
your friends! Assume that crises will be trig-
cent are actively engaged with created cont-
or management. For example, a 23-year-old
gered from within as much as from without.
ent. Yet, our social media crisis judgement
part-time intern in Lazard’s alternative inves-
Create plans that will cover both perspecti-
calls are based solely on the expressions of
tments marketing group in New York, posted
ves than merely one myopic view.
this combined three per cent of online neti-
nude selfies from inside the office bathroom in 2015. Her employers at Lazard’s only dis-
Remember: a healthy level of paranoia goes a long way.
zens. How accurate is the data when it is extrapolated to understand the remaining 97 per
covered when social media was aroused with
cent of the online populace? Imagine seeing
excitement at the news. By then, damage to
only three per cent of a picture then boasting
the firm’s reputation was already done. Her employers were not amused, and subsequently dismissed her. In March the same year, RBS chief executive officer Rory Cullinan used Snapchat to send a series of messages to his 18-year-old daughter to complain he was “bored”
2
Screw up 2: make judgement calls using a crystal ball
“Hah! I know the full picture”. Understand the limitations of current data available and adjust our judgement calls on that basis to help reduce critical errors. We are overly-reliant on potentially limited or unclean data sets when managing social media crises. It is only when we aug-
at board meetings (pun firmly intended). His
Currently organisations are making judge-
ment other sources of information to com-
daughter took screen grabs on her phone and
ment calls based on whatever social media
plete our understanding that we are capable
put them on Instagram. Within weeks of this
monitoring or intelligence tools are showing
of making more effective decisions.
embarrassing incident, Rory had to leave his
them. However, data used to make judgement
role as RBS boss.
calls are so dismal that you might as well ask
So the odds of not detecting crises are
a crystal ball!
better than flipping a coin because organisa-
Current social media monitoring tools
tions are generally looking for threats in the
are only curators rather than collectors of
wrong direction. An ancient Chinese idiom
data. Most will buy from common data bro-
that states: “All the preparations made can-
kerages, or directly from popular social me-
not prevent an inside job”.
dia platforms. However, since there is just too
3
Screw up 3: trust a droid to do your job
Conventional approaches assume, and
much data to acquire, most will only obtain
There is immense pressure for organisations
erroneously so, that most social media crises
a sample size to be economical. Yet our crisis
to automate in order to increase scalability
are the result of external threats. However, we
management judgement calls are made on the
and productivity. A large extent of social me-
actually need to adopt survival approaches
basis of faith in this very limited intelligence.
dia crisis management systems are almost
like those in the TV series Game of Thrones,
Another limitation of social media data is
completely automated. It is like trusting a
COMMUNICATION DIRECTOR 1/2017
35
CRISIS
It’s time to rethink crisis management Any approach to crisis needs to be entrenched on an executive level: it’s up to communication professionals to show top management that crisis preparedness is a vital bottom-line investment.
Photo: www.thinkstock.com
BY TON Y JAQ U E S
A
new approach to crisis management is
truth is that such ideas are not only wrong,
to writing a manual, holding the occasional
emerging which places it squarely on the
but they expose the company to serious risk.
simulation exercise, and hoping for the best
desk of chief executive officers and their top
Moreover, even some CEOs who are “crisis
in the event of an actual crisis. Plus perhaps
communication executives.
aware” are unsure of exactly what they need
organising media training for the CEO and
to do to protect their company from the ter-
a handful of other leaders.
Yet there are some companies which Photo: www.thinkstock.com
still regard crisis management as something
rible impacts of a crisis.
But an effective leader doesn’t
that can be delegated downwards to middle
In reality, the problem doesn’t lie enti-
just know what to say to the media. He
managers or technicians who may be more
rely with the CEO. Communication professio-
or she must be seen to do the right thing.
used to responding to emergencies or IT fai-
nals need to share some of the blame. For too
Think no further than Air Asia CEO Tony
lure. And there are still companies which
long some senior practitioners have allowed
Fernandes after one of his aircraft crashed off
think that a good business continuity plan
the executive group to treat crisis manage-
Indonesia in late 2014. In a model of both
is “all we need to be well covered.”The sad
ment as a largely tactical activity confined
executive action and executive communicati-
COMMUNICATION DIRECTOR 1/2017
37
CRISIS
ISSUE AND CRISIS MANAGEMENT RELATIONAL MODEL
CRISIS MANAGEMENT
Evaluation, Modification
Planning Processes
Post-Crisis Management
Recovery, Business Resumption
PRE-CRISIS MANAGEMENT
Systems, Manuals
Post-Crisis Issue Impacts
Crisis Preparedness
Training, Simulations
EFFECTIVE CRISIS MGMT
Crisis Management
Crisis Incident Management
Early Warning, Scanning
Crisis Prevention
System Activation/ Response
Issue and Risk Management Crisis Recognition
Emergency Response
The integrated approach to crisis management highlights the role of top executives and senior communications professionals in working together at every phase. © Issue Outcomes P/L
on, he immediately flew to the scene and took
Beyond doing and saying the right thing when
centre stage. He made himself available to
a crisis strikes, companies need to heed an
media, speaking alongside government offi-
emerging new approach to crisis manage-
cials, to become a focal point for company
ment which is shaking up the role of top
updates. He was the man with the facts and
executives and the senior communication
the man in charge. “I am the leader of the
professionals who advise them. It presents
company. I take responsibility. The passen-
crisis management as a much more strategic
gers were on my aircraft and I have to take
activity – way beyond conventional incident
responsibility for that.”
response – with a strong focus on identifying
He used his personal Twitter account
and managing crisis threats before they strike.
to communicate frequently with staff, pas-
In other words, taking steps to prevent crises
sengers, and investors. And he personally
from happening in the first place.
escorted the body of one of the aircrew to the
This new approach begins long befo-
man’s home town in Surabaya. Little wonder
re the triggering event, and extends deep into
PR Week carried the headline “AirAsia CEO
the dangerous period after the crisis event
Tony Fernandes has given a lesson in crisis
seems to be over, yet when reputation may
management.”
be at greatest risk.
38
COMMUNICATION DIRECTOR 1/2017
“The new approach demands more direct top executive participation.”
MEASUREMENT
Innovation in metrics: Measuring the role of intangible assets in generating value We live in a new economic era, one in which organisations no longer compete solely on financial variables, but strive to win the respect, trust and support of their main stakeholders —employees, clients, potential clients and society in general— as it is they who guarantee their long term survival. BY A N G E L A L LOZ A
N
umerous studies demonstrate the growing importance of intangible assets
in generating value. And with good reason – more than 50 per cent of the total value of an organisation lies in its intangible assets and resources, reaching 80 per cent in some sec-
Progress in reputation metrics
Reputation is the most influential aspect in determining purchase intent and recommendation. A brand which stands out based on the values mentioned previously is the primary driver in activating purchase intent; this effect multiplies when accompanied by a good reputation
tors1. As a result, it is equally important to mea-
Significant efforts have been made to move
and an open, transparent communication policy.
sure the impact of this kind of resources and
forward in this field, demonstrating the gro-
However, managing reputation is a
assets and to include non-financial indicators on
wing importance of reputation. One of the most
highly complex task demanding a global per-
scorecards, promoting their use and acceptance
widely-accepted indicators, which is equally
spective which, at the same time, requires a spe-
on a par with traditional financial indicators.
used by corporations, analysts, investors and
cific approach for each interest group. Basing its
One of the most promising indicators
regulators, is the RepTrak Pulse Index, crea-
stance on the experience of its member compa-
for business management is corporate reputa-
ted by Charles Fombrun, CEO and founder of
nies, we argue for the importance of developing
tion, although in order to adequately manage
the Reputation Institute in collaboration with
reputation alongside the principal KPIs of the
and measure this indicator, it must be under-
the member companies of Foro de Reputación
organisation in a transversal manner.
stood as an attitude which allows the theo-
Corporativa2. Although Pulse has a total seman-
One of the most promising findings pre-
retical foundation for the relationship bet-
tic equivalence, Pulse’s metric equivalence had
sented in this field, in which we will see signifi-
ween collective opinions and behaviours to
not been evidenced as a unique metric for glo-
cant progress in the coming years, is the quan-
be established. People express their attitudes
bal reputation in the scorecards of the compa-
tification of the economic value of reputation.
towards something – it could be a company,
nies until 20153 when the usefulness and stati-
There is already an initial model on the mar-
an institution, a person or even a country –
stical validity of the global reputation indicator
ket with the capacity to determine the finan-
through positive or negative evaluations
RepTrak® Pulse was demonstrated. From that
cial value of corporate reputation, a new mo-
made about aspects that are relevant to them.
moment, we can say it has total semantic and
del that sets the economic value of reputation
Aggregation of these attitudes enables the
metric equivalence, and summarises the glo-
from the following variables: market price, brand
calculation of an integrated generic indica-
bal reputation of a company regardless of the
strength index and reputation index. This mo-
tor that reflects trends and overall favoura-
gender, age or social class of the respondents,
del allows identifying how these variables con-
ble or unfavourable sentiment regarding the
and of the country and industry sector (popu-
tribute to create economic value and find key
object under evaluation.
lation invariance).
risk areas for the company.
40
COMMUNICATION DIRECTOR 1/2017
MEASUREMENT
FIGURE 1. TRIPLE E BRAND MANAGEMENT MODEL FOR THE BANKING SECTOR
ESSENCE
ENERGY & POWER EXPERIENCE
BRAND LOYALTY
PRESENCE DIFFERENTIATION EMOTIONAL BONDING Source: Conento and Corporate Excellence
Progress in brand metrics Among the latest progress made in brand metrics, it is important to highlight the development of a new tool for measuring corporate brand strength. There are many indicators of brand strength – Millward Brown, Ipsos, GFK, Reputation Institute and so on – which are based almost exclusively on the CustomerBased Brand Equity Model (CBBE) developed by Kevin Lane Keller. However, it was necessary to integrate an indicator demonstrating its metric validity and direct relationship with business in order to include it on the or-
rience – which refer to the rational, emotional
of the population, 2016 is the year in which
and experiential elements defining a brand.
the Triple E Brand Management Model has
This way of understanding a brand calls for
been empirically validated as the best tool for
a transversal management approach, which
measuring brand strength which can be integrated into company scorecards.
“ This way of understanding a brand calls for a transversal management approach.”
ganisations’ scorecards. This is how the Triple E Brand Management Model came into
goes beyond interdepartmental silos and re-
existence, aiming to become an internatio-
defines the role of managers of intangible as-
nal standard for measuring corporate brand
sets, whose primary mission is to provide the
strength with a direct impact on valuable at-
company with a unique, distinctive platform
titudes and behaviours.
to implement its identity through corporate
This new brand indicator has been em-
values and valuable relationships with stake-
pirically tested in the banking sector and na-
holders. Whereas 2015 showed that RepTrak
med Triple E after the initials of each of its
Pulse could be used as a unique tool for syn-
three components – Energy, Essence and Expe-
thesising overall attitudes held by all sectors
COMMUNICATION DIRECTOR 1/2017
1A s Brand Finance’s Global Intangible Financial Tracker show. 2F oro de Reputación Corporativa is now Corporate Excellence – Centre for Reputation Leadership, a think tank specialising in intangible assets, supported by companies such as Abertis, Bankinter, BBVA, CaixaBank, Coca-Cola, Correos, Danone, DKV Seguros Médicos, El Corte Inglés, Gas Natural Fenosa, Ibercaja, Iberdrola, MAPFRE, Popular, Renfe, Santander, Suez Water Spain (Agbar), Telefónica and Grupo Volkswagen. 3P hD dissertation: Global Corporate Reputation and Metric Equivalence of its Indicators: an Empirical Approach Based on the Analysis of the RepTrak® Pulse Index.
41
SPEECHWRITING
The ups and downs of speechwriting From clashing egos to meddlesome advisors – the lot of the speechwriter is seldom a happy one. Unless, of course, he or she goes in for a spot of revenge.
S
peechwriting is an attractive professi-
engagements makes it impossible for even
boast that they employ speechwriters, becau-
on. At the very least, there’s job security:
the most talented politician or CEO to cope
se they think it enhances their social status,
almost every decision-maker, whether in the
without outside help. Even the traditional rule
just like bodyguards.
public or the private sector, needs speeches.
for “ghost writers”, namely to remain anony-
However, speechwriters cannot be
The days when politicians like Bismarck or
mous, no longer applies. Some speechwriters
picky. The blockbuster speech, which mesme-
Churchill wrote their own speeches are long
have become celebrities in their own right and
rises the audience with new ideas and power-
gone. Today, the sheer number of speaking
some politicians or industry bosses now even
ful emotions, is the exception. Opening a new
44
COMMUNICATION DIRECTOR 1/2017
Photo: www.thinkstock.com
BY MI C HA EL R Ü H L E
SPEECHWRITING
section of a highway or making the case for a new pension scheme hardly requires Shakespearean hyperbole. And let’s be honest: has anyone ever listened attentively to a half-hour speech from start to finish? The attention span of today’s Twitter-age audience is shorter than that of a ferret on a double espresso. In any event, what the speaker says is not always that important to begin with. What counts is that he or she appears in the first place. As Woody Allen observed, “80 per cent of success is showing up”. You can pose with the speaker for a selfie, or you can put a question that will hopefully come across as
“The speechwriter has no choice but to cope with this paradox of writing speeches that are new, yet familiar.”
immensely profound and will impress those around you. Since the speech will be posted on the internet, you can still read it later if you feel like it (though you probably never will feel like it).
The speechwriter’s enemy: the speaker
may complain that his new speech looks very
writing was not the speaker’s: the speechwri-
much like his old ones, and demand a total-
ter’s laptop had broken down before all the
ly new and original draft. But once that new
pages could be printed, forcing him to use his
draft is presented to him he may continue
pen instead. Unsurprisingly, neither the spe-
complaining precisely because it doesn’t look
echwriter nor the speaker felt the need to set
familiar. He may then ask for another draft
the record straight: the illusion of authenti-
The speechwriter has only one natural enemy:
built on the stump speech he is so used to,
city was too good to have it spoiled by revea-
the speaker. There are several reasons for this.
with only minor tweaks. He will then deliver
ling the ugly truth.
One is pride. Although the speaker knows
this text with a certain ease, as it contains all
that he needs the speechwriter, he neverthe-
his old friends, but then complain again that
less remains uncomfortable about someone
there wasn’t really anything new in it. And
else putting words in his mouth. He will the-
the whole pointless process will begin again.
refore try to resist such heteronomy.
Too many cooks…
The speechwriter has no choice but to
The speaker-speechwriter relationship can
For example, he will make last minute
cope with this paradox of writing speeches that
become more complex if there are extensive
cuts while driving to the conference venue –
are new, yet familiar, and conveying a sense of
brainstorming sessions involving additional
only to realise, while already on stage, that he
authenticity. Even if today’s audiences know
staff. In principle, this should be a stimula-
cut the wrong part and now needs to decipher
that the speaker didn’t write his own speech,
ting process: after all, this is the opportunity
the very text he had just crossed out. He will
they want to be given the plausible illusion
for real strategic thinking, for discussing dif-
try to depart from the text to address the au-
that he put pen to paper. Sometimes, they even
ferent topics, ideas, outlines; for inventing –
dience personally – and then fail to find his
get hard evidence that he did. One dignitary,
and discarding – memorable sound bites. But
way back into the manuscript. He will deploy
walking away from the rostrum after having
what do you do when the boss gets hooked on
his trademark sound bites early in his speech
finished his speech, left the manuscript be-
an approach that the speechwriter knows will
from the top of his head – only to realise that
hind. The chairman of the event noticed that
never work? What can you do if other “advi-
the exact terms re-appear in the written text
the last page of the speech was handwritten
sors” (usually those with no writing skills) try
and that he now needs to skip them in order
– and was mesmerized. He grabbed the ma-
to overload a balanced draft with their “bold”
not to be repetitive. Or when he flips a page,
nuscript and held it up as proof that the spe-
ideas? Who will ultimately win the battle bet-
he may – or may not – notice that he actu-
aker wrote his own hallowed words, and not
ween those who believe that the speech should
ally flipped two. But such hiccups don’t mat-
“a speechwriter or something”.
form one coherent narrative, and those who
ter. For the duration of his speech, the speaker is in full control.
Both the speaker and the speechwri-
see it just as a vehicle for transporting esta-
ter were equally perplexed. For one, the hand-
blished press lines, without caring too much
The need for authenticity creates yet
written part of the manuscript seemed to im-
about whether the speech hangs together?
another challenge for the speechwriter, which
press the audience much more when they saw
Even if the whole process leading up
is to find a balance between tried-and-tested
it rather than when they heard it just a few
to a speech goes very smoothly, success is far
material and new ideas. Sometimes, the boss
minutes earlier. Above all, however, the hand-
from guaranteed: the boss may still chan-
COMMUNICATION DIRECTOR 1/2017
45
LEADERSHIP
"That’s a place you must earn." Do corporate communications leaders have what it takes to become executive leaders for the 21st century? Luca Biondolillo is an outspoken proponent for the need to step up as communicators to the challenges and demands of modern business management: as he tells Communication Director, demonstrable business knowledge, intensive stakeholder engagement and willingness “to get your hands dirty” are some of the qualities necessary to earn the respect of the executive team. I N T E RV I E W W I T H LU CA B I O ND O L I L LO
Luca Biondolillo mentoring the Leadership & Communications panel discussion at the 2016 European Communication Summit / Photo: Bernal Revert
A
t last year’s European Communication Summit you mo-
failed to make serving the objectives of the business part of our
derated a main stage panel on leadership and the com-
job. Instead they stay focused more generally on the traditio-
munications function. One of the themes that emerged from
nal communications objectives – publicity, visibility, reputation
that discussion was that, historically, there hasn’t been suffi-
management. In certain organisations, within certain business
cient investment in the corporate communications function.
contexts, this means our function is seen as less relevant, and
Do you agree with that and why do you think that is?
as a result, in the eyes of those who hold the purse, less deser-
As communicators and heads of the function, we may be at least partly at fault for this. Too often, too many of us have
ving of funds and resources. I hope this is not news to the majority of my peers.
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LEADERSHIP
An important part of this must be the relationship
"This isn’t something that you are owed. Rather it’s something you need to earn day in and day out."
between the corporate affairs officer and the CEO, correct? Having a good relationship with your CEO or with your chairman is obviously an important element. But equally as important is the business acumen we were talking about, an in depth understanding of the business – not just overall
LU CA B I O N D O L I L LO CHIEF COMMUNICATIONS OFFICER MSC CRUISES
but of all the elements that can affect the performance of the business – so that as a communicator you can effectively support the business itself. This is what we need to strive for. You will create a strong relationship with the CEO if you are a leader on all of these other points. In other words, building a relationship with management is determined by your ability to deliver on these points, more so today than any point in time before. In general, CEOs are no longer as interested in their own visibility or image, they are increasingly looking for stronger communication, corporate affairs or stakeholder engagement professionals next to them who can be a key element in driving support for the business. Another theme that emerged in the talk was that the chief communications officer should act as a conduit for outside trends and developments that are taking place in society and explaining those within the organisation. What do you think about that idea? It brings us back to something we were discussing before. Much like consumer research should be part of marketing as research drives decisions of investment and such, in communications and stakeholder engagement, it’s the intelligence gathering and the analysis of this intelligence, whether it’s coming from the media, from investors and equity analysists or other sources such as the legislative monitoring that you need to have in place to have an effective public affairs function. These are all intelligence gathering points from within the stakeholders’ communities that the corporate affairs officers should be engaging with. As a result, one of your duties should be gathering, analysing and providing the business with the elements of intelligence to help it make the right decision, or even better, taking the cues that are then important to inspiring the strategy of the organisation
In his current role, Luca Biondolillo has global responsibility for corporate and financial communications, consumer PR, employee engagement, executive positioning, crisis and issues management, corporate and consumer events, sustainability as well as institutional and public affairs. Before joining MSC Cruises, Luca was head of corporate communications and public affairs at multinational fashion and consumer goods business Benetton Group, a role he took on in 2011. Prior to that, he worked for eyewear giant Luxottica, first as group director of corporate and financial communications in Milan and later as group senior vice president, international communication in New York City. Among other roles, he is a member of the board and vice president of the European Association of Communication Directors as well as a member of the Arthur W. Page Society.
cator to earn and it is clear what you need to have in terms of skills. Sometimes the question is why I am not getting a call to that meeting, to that table, to that board? This isn’t something that anyone owes to communications. For sure, communications has the potential key element in the overall running of the business. The day-to-day running, supporting business objectives and providing key background and intelligence information that can help management form the ongoing strategy of the organisation you work for. The key point here is, that’s a place you must earn. What else can help communicators earn that place?
going forward.
is not only going to help you reach executive level, but assist you in putting across your point of view to the other executives around that table. You need to learn how to get your message across in a way so thaz whoever is listening – whether it’s a single executive or a group – understands your perspective. This help to prove that the particular element that you bring to the table can be fundamental in achieving results, supporting strategy and so on. This isn’t something that you are owed. Rather it’s something you need to earn day in and day out at that table, because that’s exactly what all of the other executives do. Too often, we just expect that people understand the importance of communication. You need to demonstrate it to them with facts first and with your willingness to get your hands dirty, to really get into the business and help, no matter how small the issue may be. If you are not able to communicate your point to the
seems to be the crux of the matter. My point is that this is something for a communi-
COMMUNICATION DIRECTOR 1/2017
executives in the organisation then how effective a communicator do you think your company peers
.
– the other members of the management team – are going to think you are externally?
Photo: Private
Again the strategic potential of the communicator
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Overall leadership traits is another element that
ISSUE FOCUS
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ISSUE FOCUS
ISSUE FOCUS
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