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The Role of Corporate Communications in Strategic Management

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The Role of Corporate Communications in Strategic Management

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  1. The Role of Corporate Communications in Strategic Management Professor Leif Åberg University of Helsinki, Department of Communication Amsterdam, April 1999

  2. Elements • The Functions of Corporate Communications • Corporate Communications and Strategic Management • Communication and Change

  3. ?

  4. Knowledge and skills ! Energy! Direction ! Commitment !

  5. Energy! ”A group without goals is like a herd of mustangs galloping on a prairie. There is speed, sure, but no direction.” Erkki Tikkanen, a well-known Finnish manager, to the personnel of Labsystems Ltd., after having been called in to save this corporation from a crisis

  6. (Strategic) Management Direction ! • It is about directing the resources • to direct, there has to be a direction • resource= a potential that can be used • can be used, but is not necessarily used effectively • a direction, where to? To the future! • But future is in the mind of the beholder • key concept: visioning, and sharing a common vision

  7. Knowledge and skills ! Group synergy • A work group, in a synergic phase produces new, creative solutions in a positive manner: the members enjoy being synergic • synergic processes make tacit knowledge and tacit skills to surface

  8. Commitment ! ”I accept this goal or task and I will give my best to help to fulfill it.” Vision has been internalized.

  9. Conclusion: When skilled and knowing people are getting motivated, the organization should be able to direct the surfacing energy to a desired direction. For this, a good strategy and enthusiastic communications are needed!

  10. Aberg’s pizza Aberg’s kite Rowley’s and Roevens’ model of a ”good chaos” Elements, again ... • The Functions of Corporate Communications • Corporate Communications and Strategic Management • Communication and Change

  11. Åberg’s Pizza inter- nal mar- ket- ing external market- ing work instruct-ions product/ sercivesprofile & surveys induction to work Totalcommuni-cations coprporate/ manager profile & surveys induction to organization external PR & scanning internalPR &scanning External social networks Internalgrapevine

  12. MANI-FESTAT-ION OFVISION COM-MUNI-CAT-INGCHAN-GE SCAN-NING VISION Åberg’s Kite LEGITI- MACY BUSINESS IDEA, MISSION COMMUNICATION CORPORATE CULTURE STRATEGY GROUP AND TEAM GOALS GROUP DYNAMICS INDIVIDUAL DYNAMICS TASKS

  13. Task centered change A dynamic model of organizational change Revolution: VISION Balance Perturb Enhance Control Chaos Excite Attract Transformation Evolution: VALUES Robin M. Rowley & Joseph J. Roevens: Organize with Chaos. Lint 1996