iabc 2015 sfo 16.06.15
TRANSCRIPT
WHAT IS STRATEGIC ABOUT STRATEGIC COMMUNICATION?
Eduardo Opazo Preller
San Francisco, June 2015
What is the role of communication for the Business?
Practitioners Senior management/Board
What is the role of communication for the Business?
Practitioners Senior management/Board
STRATEGIC
What is the role of communication for the Business?
Practitioners Senior management/Board
STRATEGIC
“Cascading messages to employees”
Media Relations
Organizing events
What is the role of communication for the Business?
Practitioners Senior management/Board
STRATEGIC
“Cascading messages to employees”
Dealing with authorities
and regulatory issues
Media Relations
Organizing events
Social Media
What is the role of communication for the Business?
Practitioners Senior management/Board
STRATEGIC
“Cascading messages to employees”
Dealing with authorities
and regulatory issues
Media Relations
Organizing events
Social Media
Crisis Management
CSR
“Cascading messages to employees”
Dealing with authorities
and regulatory issues
Media Relations
Organizing events
Social Media
Crisis Management
CSR
What is the role of communication for the Business?
Practitioners Senior management/Board
TACTICALSTRATEGIC
Reality says “tactical”
Focus on reacting towards demands from stakeholders
Media Relations/Social Media
Internal communication
CSR
Public Affairs
Financial communication
SO WHAT ARE THE ELEMENTS THAT TURN COMMUNICATION INTO A
STRATEGIC PRIORITY FOR THE BUSINESS?
Versus
Defining and addressing messages
through channels
Audiences Actors
Context
Interaction
Versus
Defining and addressing messages
through channels
Audiences Actors
Context
Interaction
TACTICAL
Versus
Defining and addressing messages
through channels
Audiences Actors
Context
Interaction
Communication is ”putting in common”
STRATEGICTACTICAL
STRATEGICELEMENTS5
1 Connection with business strategy
BUSINESS STRATEGY determines who are the
KEY STAKEHOLDERS (ACTORS)
And also determines the need for a STRATEGY (to
deal with KEY STAKEHOLDERS)
It relates to SUSTAINABILITY of the
BUSINESS over time
2 Developing a STRATEGY for Stakeholder relations (COMMUNICATION STRATEGY)
Identifying Key Stakeholders
Assessing current state of relations,
sensitivities
And the CAPACITY of the organization to respond (to their
demands)
Defining a “desired point of arrival”
Objectives that will drive towards that
vision
3 “Corporate Speech”
To devise (organize) the NARRATIVE of the
organization
Normally randomly dispersed in different
pieces of communication
Building a document, a consensus, crafted WITH
Senior Management
4 Prospection of the environment
Gathering Structured and Unstructered information
Processing Identifying risks, trends, potential
issues
Drawing up scenarios
for the business
5 Building a corporate affairs function
Creating a coordinated system for early
detection of issues, new risks and opportunities
Articulating tasks with key areas within
organization
Achieving involvement of Corporate Government
in decision-making process and monitoring
5
1
3 4
2
Building a corporate affairs function
Prospection (prospecting) of the environment
“Corporate Speech”
Developing a STRATEGY for Stakeholder relations
Connection with business strategy
STRATEGIC ELEMENTS5
Balancing tactical with strategic
STRATEGICSTRATEGIC
Balancing tactical with strategic
TACTICAL STRATEGIC
Balancing tactical with strategic
TACTICAL STRATEGIC
These dimentions coexist and collide But both need to be managed
Balancing tactical with strategic
TACTICAL STRATEGIC
The Art of Managing ComplexityThe Art of Managing Complexity
TACTICAL STRATEGIC
Eduardo Opazo Prellereduardo.opazo
Twitter: @eopazo
© Eduardo Opazo Preller 2015 Derechos reservados: Todo el material contenido en esta presentación se encuentra protegido,
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