Corporate responsibility (CR) has come a long way.
Communication Director Magazine
A t 11:36am on August 14, 2018, the Morandi Bridge in Genoa collapsed, dragging with it 48 cars and heavy vehicles. Forty-three people died, 16 were injured and 10 were pulled alive from the rubble.
This issue of Communication Director will go to print shortly before the European Parliament elections due on 23-27 May. By the time you are likely to read these words, the immediate results of the elections will be well known.
Communication and corporate affairs professionals have long adopted a metric and KPI driven approach, to ensure parallels between their work and the role it plays in the commercial success of the businesses they work for.
Whenever artificial intelligence and algorithms are the topic of conversation among communicators, the focus is usually on how these technologies will take over tactical activities – think of automated reporting, chat bots or big data analytics.
Is the traditional corporate communication function on the endangered species list?
The CEO is the organisation’s centre of attention.
How do communications leaders keep reputation risk on the agenda? We spoke to Håkon Mageli, comms head at Norwegian branded goods company Orkla about compliance, culture and palm oil.
Interview by Dennis Larsen
Reputation risk has long been explored for by academics, practitioners and professional bodies alike. In the last few years, senior leadership attention for the topic has increased significantly.