According to recent research1, those organisations most capable of engaging their employees have four times higher earnings per share, higher customer engagement, lower absenteeism, and 21 per cent higher profitability than those that d
Insight & Analysis
A recently released survey of technology professionals, such as software/application developers and software engineers, finds high levels of positivity toward CEOs who speak out on hotly debated current issues.
I have a new mantra: “You’re only two clicks away from uncovering a lie.” I learned it from a corporate executive who was describing how his company was dealing with the new communication reality.
Traditional methods of organising in corporations are fundamentally challenged by the digital transformation and dynamic environments.
The one eyed man is king, but only in the kingdom of the blind. In today’s fast moving social media world, are corporate communicators inhabiting such an apocryphal place when it comes to dealing with fake news?
The latest aftershock of the dieselgate scandal occurred in June this year, with Audi’s CEO arrested over fears he might seek to suppress evidence about the scandal. Could other corporations be at risk of reputation contagion?
Communicators should see themselves as business people who actively and measurably contribute to the added value of their organisation.
Parallels between sport and organisational performance are a frequently over-played cliché. But there is a reason. Sometimes the empirical evidence just points that way – as we found with the 2018 European Communication Monitor results.
We live in a new economic era, one in which organisations no longer compete solely on financial variables, but strive to win the respect, trust and support of their main stakeholders – employees, clients, potential clients and society in general –