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- 09.17.2012 | Is the CCO the Conscientious Compliance Counselor?
- 09.14.2012 | Where is the Old-Fashioned, Tough Copy Editor?
- 09.03.2012 | Beyond Followers: Scaling up to Stakeholder Advocacy
- 08.16.2012 | Volunteering in the Constant Conversation
(J&J August 2012)
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- 07.06.2012 | Using Pride to Prod Corporate Change
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- 03.01.2012 | What Do CEOs Admire? — Jeffrey Immelt, GE,
on CSR and Ecomagination
- 03.01.2012 | What Do CEOs Admire? — Ursula Burns, CEO, Xerox,
on being a good corporate citizen
- 03.01.2012 | What Do CEOs Admire? — John Donahoe, CEO, eBay,
on sustainable performance and social accountabilty
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- 01.10.2012 | BP Crisis 2010: Update 2012, "BP Makes Amends"
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Beyond Followers: Scaling up to Stakeholder Advocacy
September 3, 2012
Research and studies by the Arthur W. Page Society indicate that corporate chief communication officers (CCOs) are building toward accountability for improving advocacy within the company's stakeholder universe. CCOs are:
- Designing information, messages and assets so that they are found via search and shareable via social media.
- Creating web tools — such as expertise location systems — that automate the insertion of knowledge and individual experts into situations where they will be of value
- Working with peers in industry, government, NGOs and elsewhere to establish independent institutions that pool resources and drive advocacy. Ultimately, says the Page Society, CCOs enabling advocacy among followers and believers will require chief communicators to go beyond the development of messages, positioning and policy, to actively engage in day-to-day management of the enterprise.
It is a challenge in new and changing territories. What does each of these role categories contain and require? Here are current (2012) Page Society findings and insights:
IntegratorsThe CCO must integrate skills and responsibilities across the C-suite to make a company think and perform like its corporate character. The CCO can help formulate formulation, develop management systems, identify opportunities and implement insights.
System designersA social media strategy, for example, is inherently cross-enterprise and systemic. It must be designed and optimized like any complex system.
Masters of data analyticsCCOs will need to build the capabilities to understand a broad range of their enterprise's data, as well as the growing mountain of information produced in social networks — and they will need to be able to do so in real time.
Publishers and developersCCOs can provide facts and evidence, create opportunities for stakeholders to have a personal experience, produce applications that show "how to" and present role models of desired behavior. This can be done through a combination of paid, owned and earned media.
Students of behavioral scienceNow that the CCO job has expanded to include shaping cultures, attitudes and beliefs, CCOs must be skilled in how those dimensions of organizations, societies and individuals are formed and evolve today.
Curators of corporate characterThe CCO must lead the company in establishing and implementing management systems to define and activate corporate character.
E. Bruce Harrison, September 3, 2012
Bruce Harrison is an adjunct professor in the master's program at
Georgetown University, Washington, DC. He and Judith Muhlberger teach
courses in leadership communications and corporate crisis communications.
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