Long gone are the days when a communications director could get by with an instinct for news and a winning personality. Everyone else in leadership roles brings a spreadsheet with them to show which risks need worrying about and where policy needs
What are the current challenges for the trusted adviser to the CEO? How do you orchestrate the massive communications-task for a global company with multiple agendas, stakeholders, and changes?
We all know reputation matters. While it takes years for a company or organisation to build up a good reputation, it can be shattered in just a few hours by poor leadership, faulty products, unethical behaviour to name but a few reasons.
Save the date for our next EACD Debate! We are happy to welcome you soon in Brussels for an exciting panel discussion:
A changing political landscape - what's next for Europe?
In an age of social media overload, short attention spans and fake news, communicators spend a lot of time and resources trying to figure out the best way to get a message across – and what channel/platform/interface will have the most impact.
Trust – whether winning it, keeping it, losing it or winning it back – is an integral motivating factor in our lives and in the stories we tell each other about ourselves and about the organisations we belong to. But today, although the story arcs may stay the same, the main actors are very different. Technological innovations, social networks and big data are among the new cast members that have rebooted what we thought we knew about trust and communications, in the process raising the stakes considerably.
The CEO-CCO relationship has a crucial strategic importance for both the communications function and the organisation as a whole. And nowhere is that relationship tested more than during and after a CEO transition.