how to develop a communications policy and –plan...2009/08/25 · 3 pro-actively manage our...

How to develop a Communications Policy and –Plan ?

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How it all connects: Corporate Communications role in ‘the big picture’

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It is not the ‘reason d’etre’ for staff functions to be direction-setting…

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Direction setting

Our mission, values and vision, and our corporate and business area strategies are direction setting…

The big picture

Corporate Communications contribution..?

Corporate Communications contribution is:

To ensure clear and consistent communication with our internal and external stakeholders

The big Q’s:

What messages should we communicate?

How do we ensure consistency?

The purpose of corporate communication..? The purpose of corporate communications is ensuring trust in Coloplast based on a sound knowledge of the company, our mission, values, strategy and performance.

We must use communication to support our business goals and to build Coloplast’s reputation - both internally and externally.

Stringent messages and a clear corporate communication policy will lead to Coloplast being perceived as one company throughout the world

The purpose of corporate communications is ensuring trust in Coloplast based on a sound knowledge of the company, our mission, values, strategy and performance.

We must use communication to support our business goals and to build Coloplast’s reputation - both internally and externally.

Stringent messages and a clear corporate communication policy will lead to Coloplast being perceived as one company throughout the world

The big Q’s:

What messages should we communicate?

How do we ensure consistency?

Clarity and consistency through plans and policies Strategy / Plan •  an elaborate and systematic plan of action

intended to accomplish a specific goal (what to do)

Policies •  a guiding principle, or procedure considered

expedient, prudent, or advantageous (how to do)

•  intended to influence and determine decisions and actions

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Communication plan •  ensures that all our communications are

focused on our priorities and are effectively targeted to the right people at the right time

•  managing our reputation

Communication policies •  rules-of-practice and routines to ensure that

we act consistently and in the desired whey •  act as one company •  help make the perception of Coloplast

consistent and in line with our brand strategy

•  subject to ongoing change •  long(er) lasting

Why - and for whom - are we doing this…?

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Corporate communication Plan

Corporate communication Policies

To manage our reputation and govern our brand To act as one company To act according to our brand platform For all employees Externally: a statement, a promise of a certain conduct

To manage our reputation and govern our brand To focus on what is agreed is important To use our resources most optimal To get peace to work For us, for management - align up and sideways in the organisation

Now...more connections

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Corporate Brand Platform

Vision… Our guiding star Mission… Our reason to be Values… Our way of being

Corporate Strategy Our long term corporate objectives and priorities

Business Area Strategies Our long term business area objectives and priorities

Wound & Skin Care

Continence Care

Ostomy Care

The Coloplast Agenda Our short term focus areas

Urology

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Managing our reputation = managing our brand

Corporate communication policies

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Communication policies A subsection of corporate policies

Corporate policies •  Corporate culture

•  Organisational and positional descriptions

•  Business conduct

•  Human resources

•  Communication

•  Administration

•  Risk management and security

•  … and probably more….

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Communication policies •  Communication in general

•  Internal relations

•  Press and media relations

•  Public affairs

•  Investor relations

•  Corporate responsibility

•  Sponsorships and donations

•  Visual identity and corporate language

•  Marketing communication

•  Social media

•  …other?...

The big picture

Coloplast communication policies: Structure and content Policy overview: •  Policy:

•  What is the desired way of action •  Purpose:

•  Why do we have this policy •  Responsibility:

•  Who is responsible for this area

Guidelines: •  A deeper level of detail to describe how to

implement the policy

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Internal communication

Policy •  Employees first, however: Rules! •  Aligned messages, but more detailed and targeted •  Planned and professional – not improvised •  Face-to-face

Purpose •  Shared sense of direction •  Motivation and passion for our business

Responsibility •  Managers: Most important communication channel •  Employees: Read and ask! •  Corporate Communications: Advise, support, write, maintain, develop

Draft example

Corporate communication Plan …….

Meta plan vs. sub plans Brand platform incl. mission, vision and values New corporate strategy Business Area strategies

Situation and main challenges Communication goals Plans incl. main messages Organisation Budget

Detailed action plans: investor relations, press, public affairs, corporate responsibility, internal relations, corporate branding Measurements & budgets

Corporate strategy and goals

Communication plan and policies

Sub-plans

Strategic goals Level 1

Tactical goals Level 2

Operational goals

Level 3

Want to have an example of our draft plan ?

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The situation analysis

Strategy management

Culture Employees

Image External

Brand Identity

Strategy The managements perspective

•  2008 was a tough year for Coloplast.

•  The events are all symptoms of the same diagnosis: We lost our direction.

•  However, executive management has great trust in the company.

•  The means: The corporate strategy and the Agenda

•  Management has chosen an open and honest approach concerning the situation of the company

•  In order for the strategy and plans to work, the organisation must commit with hearts and minds.

•  The challenges management has faced - and still faces moving forward - are about changing the organisations attitude and behaviour. It’s about managing information and communicating to win trust and motivate the desired actions.

Culture The employee perspective

•  ESLM: Employees lacked direction were confused and somewhat disillusioned.

•  Executive Management has been revised, the Agenda and the new strategy has been introduced, all with the intent of creating clear directions and a common understanding of why we do what we do to get back on track.

•  MVV gave boost risk to become hollow and empty and used for ridicule instead of motivation.

•  The Agenda research shows both a high level of understanding. Initial reaction to the Agenda as well as the new strategy has been positive.

•  Results are beginning to show. However, scepticism still prevails: - Can we pull this off? - How will we balance our mission with the goals of our Strategy and Agenda? - Is our management strong enough? - What if these initiatives are not enough? – Will we terminate more positions?

•  The perception is that we have now cut to the bone on employees and expenses. It has been accepted as the responsible thing to do . If sales don’t show indication of improving, frustration and the feeling of powerlessness may quickly return.

20 25 August 2009 The big picture

Image The external perspective

Our image in the Danish

media

Society and governmental

bodies

Investors

End-users and

customers

Conclusion: Key challenges


1 Re-creating employees’ trust in the company through a shared sense of purpose and direction

2 Regaining thrust with investors and analysts

3 Pro-actively manage our reputation in the media to support our business objectives

4 Strengthening our Public Affairs efforts to support sales

5 Strengthening marketing communications activities and campaigns to better support sales

1. Re-creating employees’ trust in the company through a shared sense of purpose and direction

Goals Main activities and initiatives

-  Employees evaluation of managers ability to set direction raised to an acceptable high level (ESLM/to be defined)

-  A high level of understanding for the long term strategy and the shorter term Agenda projects and priorities (monitored through Agenda research)

-  A high level of understanding for the connection between MVV and our strategy and Agenda (monitored through Agenda research)

-  A high score on “we can pull this off together” (monitored through Agenda research)

-  Strengthen leadership communication

-  Information meetings with six weeks interval

-  Managers communication packages on all relevant issues

-  Training and coaching all managerial levels on communication skills, techniques and messaging. Generic program as well as tailored to concrete events

-  Change management coaching of top managers

2. Regaining thrust with investors and analysts


-  Tbd -  Professional handling of fixed recurring events (financial reports, roads shows, Capital Market Day and General Meeting)

-  Tbd

3. Pro-actively manage our reputation in the media to support our business objectives



-  Make Coloplast known for our main messages

-  Increase general awareness of Coloplast's top management, namely the CEO

-  Increase the top management's regular appearance in the media

-  Return to a positive, two-figure PR score in DK medias

-  Build up networks, functions and competencies in the prioritised countries for 2009: France (sales), Germany, China (sales and production), Italy and Spain

-  High internal knowledge of how PR/product PR can support the company by attracting and maintaining customers and employees, as well as increase Coloplast's goodwill among decision-makers, investors and end users

-  Prioritise agreed main messages

-  Better utilisation of positive stories and opportunities

-  Creating opportunities (analysis or events) and being more proactive in press contact

-  More pro-active in press releases/staff-related items

-  Media training with Executive and Top management

-  Regular sparring and support with managers in charge of Agenda projects

-  Integrate and consult prioritised countries for planning and actions

-  Internal knowledge step 1: implementing a pilot project within one of the Coloplast Agenda projects

4. Strengthening our Public Affairs efforts to support sales


-  An agreed Public Affairs plan and corresponding updated policy

-  High internal knowledge of how Public Affairs can support sales

-  Developing Public Affairs long and short term plan and update policy accordingly by involving relevant people in Cololpast

-  (integration with Global Marketing - see below)

5. Strengthening marketing communications activities and campaigns to better support sales


-  Public Affairs and Corporate Responsibility messages incorporated in Business Area strategies, and sales and marketing plans and initiatives

-  One strong corporate brand and profile across all business areas and customer groups

-  Reduce cost for production of marketing ,materials by introducing templates

-  Defining process for integration and long term planning, incl. mapping of relevant issues to monitor

-  Launching CVI Update in October 2009

-  Re-defining communication policies, processes and responsibilities and governance in the overlapping areas between corporate communication and marketing communication

How to develop a Communications Policy and –Plan ? Make it integrated with the business. Make it practical. And make it after you have done it.. Så er det bare sprogliggørelse af dine handlinger

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What to think about as a communicator – when doing all this ?

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Hey Anders

What are we going to do?

I need the organisation as a whole

to understand our situation.

And I need all to comply

Give me your best shot…

The backwards proces-strategy

Fast action-plan incl. mini-analyses and short term targets

Action

Revision More action

(Prototype/ Test)

Analyses (thorugh, of course)

Objective

Strategy

Concept

Action-plan

Measument/ Evaluation

Practical proces

Meta proces Vision

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Combine meta with practical dynamics Analytical proces become meta and ”checkpoint”

Practical proces focus on examples and action

Analyses

Objectives

Target groups

Strategy

Action

Measument / Evaluation

Prototyping

Actionplan

Action

Revision

More action

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Awareness

Intranet Newsletter Mails

Understand

Presentation Info-meeting Pixi-books, Folders etc

Support

Seminars Change agents

Involvement

Participation in innovation Development Dialogue

Engagement

Feedback Evaluation Clear incentive structure Rewarding right behavior

Level of involvement

Level of change

What are the principles of change ?

Info meeting

Intranet report + film,

voxpop

Manager package

Survey Managers

Survey all

What is the monthly cycle ?

0

200

400

600

800

1000

1200

1400

1600

One in five employees

Over summer holiday

How many voices?

0

10

20

30

40

50

60

%

My manager told me about The Agenda

Focus on transparency

What did I talk about ? •  How can an overall overall strategic connection be utilized ?

•  Make it connect. Make it simple. Make it relevant •  How can a Corporate Strategy become relevant ?

•  Make it discussable. Make managers re-state it. Make managers internalize it. Try to make the strategy their own.

•  How to develop a Communications Policy and –Plan ? •  Make it integrated with the business. Make it practical. And make

it after you have done it..

•  What to think about as a communicator – when working in this context ? •  Communications is everything. But show it – don´t tell it. And

show it once more

how to develop a communications policy and –plan...2009/08/25 · 3 pro-actively manage our...

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