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The Role of Corporate Communications in Strategic Management. Professor Leif Åberg University of Helsinki, Department of Communication Amsterdam, April 1999. Elements. The Functions of Corporate Communications Corporate Communications and Strategic Management Communication and Change. ?.
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The Role of Corporate Communications in Strategic Management Professor Leif Åberg University of Helsinki, Department of Communication Amsterdam, April 1999
Elements • The Functions of Corporate Communications • Corporate Communications and Strategic Management • Communication and Change
Knowledge and skills ! Energy! Direction ! Commitment !
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
(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
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
Commitment ! ”I accept this goal or task and I will give my best to help to fulfill it.” Vision has been internalized.
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!
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
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
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
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