Despite their best efforts to prevent and control crises, every organisation will unfortunately and inevitably experience at least one at some point.
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.
As in the previous survey in 2015/16, communication practitioners in Asia Pacific see coping with the digital evolution and the social web as the most important strategic issue facing the sector over the next few years.
Communication leaders have manifold responsibilities, ranging from reputation management, to steering communication teams and counselling top managers in decision-making processes.
It’s tough these days.
Several major acquisitions and corporate reorganisations had left the global communications function at Volvo Construction Equipment overly detached and unaligned.
Strategy is one of the most important concepts for chief communication officers, yet also one of the least understood.
Change in overdrive is a characteristic of our modern global hypermodern culture: organisations have to adapt to these changes in order to survive.
As the world of business, politics and social norms continues to evolve at a rapid and often unpredictable pace, the expectations placed on leaders may feel like a moving goal post.
Thought leadership is still seen as a way to raise a company’s profile or boost its reputation. However, there is so much more to thought leadership.