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THE IPSOS
REPUTATION
COUNCIL
FINDINGS FROM THE FOURTEENTH SITTING
Exploring the latest thinking and practice in corporate
reputation management across the world
reputation.ipsos.com
LEADERS IN REPUTATION RESEARCH
@ipsosreputation
WELCOME TO THE LATEST
03
BRIEFING FROM THE IPSOS
ABOUT THE IPSOS
REPUTATION COUNCIL REPUTATION COUNCIL
ESTABLISHED IN 2009, THE IPSOS OUR FOURTEENTH SITTING INVOLVES 150 SENIOR COMMUNICATORS FROM 19 COUNTRIES
REPUTATION COUNCIL BRINGS TOGETHER – MAKING THIS A TRULY INTERNATIONAL VIEW.
SENIOR COMMUNICATORS FROM SOME In a world of constant disruption the sustainability spotlight the most We also wanted to understand
OF THE MOST RESPECTED CORPORATIONS there has never been a greater need – as well as examples of companies the range of stakeholders Council
IN THE WORLD. for companies to actively engage that stood out as being at the cutting members engaged with – if they
with their stakeholders and wider edge of best practice. prioritised distinctive groups, created
The Reputation Council’s mission is to increase understanding civil society. For many, issues such tailored messaging and whether they
of the issues and challenges facing communicators in the as climate change, sustainability Many Council members asked us to were specifically targeting social
corporate environment, as well as capturing expert views and social cohesion are no longer include a section on communications media influencers: and if so, what
on key trends, issues and events in the wider world. Each climbing the corporate agenda planning in this year’s report and we techniques they used.
sitting of the Reputation Council provides a definitive – they have reached its summit. were happy to oblige. In this edition
guide to the latest thinking and practice in the corporate we look at the major elements of the Finally, we decided to retain our quick-fire
communications world. The fourteenth sitting of the Indeed, it seems that even ‘hard-headed’ planning process, including timing, section from last year’s report. We asked
Reputation Council involved 150 senior communicators stakeholders such as investors no key inputs, the degree of distinction Council members questions on a variety
based in 19 different countries. longer assess the reputation and between internal and external of subjects, such as the role businesses
investment appeal of a company communications and major challenges play, relative to the government, in fixing
With thanks to our global Reputation Council members solely through key financial ratios. They the communicator faces – now and in society’s problems and whether fake
for contributing to our latest edition – without your want to see evidence of a company’s the future. news and disinformation pose a material
contribution, this report would not have been possible. broader role in society, not least threat to business.
because it is seen as an essential part Part of communications planning
of any sustainable business model. is of course setting goals, and the My thanks to all members for
management maxim that if you participating in our fourteenth sitting
We therefore took this opportunity can’t measure it you can’t manage it, of the Reputation Council and please
to explore the degree to which which quickly leads us to the do get in touch if you would like to
150 interviews conducted with Reputation Council members Council members felt that the topic of data. We were not only discuss any of the issues we’ve covered.
between 13th September 2019 and 31st January 2020. escalation in the importance interested in the types of data sources
of sustainability was becoming Council members used, but also the MILORAD AJDER
All 150 interviews with corporate communicators were more pervasive in the corporate way in which they integrated their
conducted face-to-face or by telephone. environment. We also asked them to data sources to provide strategic Global Service Line Leader
highlight industries that were under reputation insights. Ipsos Corporate Reputation
The graphs may not add to 100, this is down to rounding or
not showing don’t know responses
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING
GLOBAL PERSPECTIVES
WHICH OF THE Aerospace Financial Services Pharmaceuticals 05
FOLLOWING Agriculture FMCGs Retail
ON SECTOR REPUTATIONS
INDUSTRIES
Automotive Government Technology
ARE FACING
THE GREATEST Construction Health Telecommunications
REPUTATION Energy Media Tobacco
CHALLENGES AT Engineering Mining
THE MOMENT?
% 0 10 20 30 40 50 60 70 80
GLOBAL 3 13
6
NORTH AMERICA 2 7 32
10
LATAM 6 22 33
11
EUROPE 5
6
ASIA - PACIFIC 5 11 16
Base: All Reputation Council members – Global (141), North America (41), LATAM (18), Europe (62), Asia-Pacific (19)
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING GLOBAL PERSPECTIVES ON SECTOR REPUTATIONS
07
NORTH AMERICA EUROPE
They say ‘Techlash’ issues around
monopoly status, data privacy and “
So, companies like (Tech companies)
2020. The reasons are well-rehearsed:
for energy, the “acceleration of the
number of mentions, suggesting that
reputation challenges are not confined
49% TECHNOLOGY tax are driving the conversation about which are starting to be hugely 48% FINANCIAL SERVICES global dismay around climate”, to just one or two industries in today’s
this industry. criticized in the USA, that was not the especially among the young; for turbulent world.
32% ENERGY case before; about issues of freedom 45% ENERGY finance, technological disruption,
32% FINANCIAL SERVICES
The financial services sector (a “perennial
player” in this ranking, says one Council
of speech, monopoly position, tax
evasion... There’s a growing visibility
In our previous report, Council
demands for more transparent
products and long-standing issues
“
Obviously the entire banking
of all this. sector: each time the trigger is a
member) continues to face a very members in Europe named finance about trust (“the public has a long
big scandal that crystallizes things,
Unsurprisingly, in light of the current bright spotlight; so too does the energy and energy as the sectors facing the memory”). Notably, in Europe a variety
media and public policy agenda, industry. Council members expect the “
(Energy industry) Accused of biggest reputational challenges; there of other sectors – pharma, FMCG,
so does its opacity and the fact
that it’s a sector that generates a
Council members in North America pressure on both these sectors to deliver moving too slow on key issues are no signs of that trend abating in tech and automotive – also receive a lot of money.
see the tech industry as facing the credible Environmental, Social, and like climate change.
greatest reputational challenges – the Governance (ESG) responses to be even
view of 49%, up from 44% last time. more intense in the near future.
LATAM ASIA - PACIFIC
environmental disasters account for
this climb, along with intensifying
trust issues (e.g. money laundering) and
residual stigma from the financial crisis.
scrutiny, complexity and the impact of
fintech make this the sector to watch,
“
The (finance) sector will remain
61% MINING debates about the true impact of 79% FINANCIAL SERVICES from a reputation perspective. highly scrutinised for a long
33% MEDIA
extractives on society and the planet. “
Mining, because of the disasters. 37% MEDIA Some way behind is the media,
time due to its enormous reach
and complex landscape. The
They questioned the practices that government will continue to stand
Media and Finance (both 33%) especially news media, although these
up for customers who use their
33% FINANCIAL SERVICES complete the top three. Media
were seen by the companies as
of concern with the environment,
As in the previous two waves, the finance elicit fewer mentions than last year.
services and holding corporates to
independence, against a backdrop safety, people suitability, the sector is singled out by a large majority Business model transformation remains a account. But this paralyses the market
In Latin America, 3 in 5 Council of misinformation is a concern for contingency plan, all this was of Council members. This view is centred challenge, in the face of digital platforms because people will be waiting for
members cite mining as the sector Council members, along with the role questioned, based on positionings on Australia, as the industry digests the and niche media, along with continuing the government to intervene.
facing the biggest reputational of traditional media in a digital world. we used to adopt very passively. implications of the Royal Commission, trust issues driven by fake news and
challenges this year (61%, up from Financial firms are also seen to face digital but across the region issues of regulatory politically-divisive reporting.
34%). Some notorious human and challenges, along with some specific
Base: All Reputation Council members – Global (141), North America (41), LATAM (18), Europe (62), Asia-Pacific (19)
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING GLOBAL PERSPECTIVES ON SECTOR REPUTATIONS
CONTENTS
09
12 - 21 QUICK FIRE
SHARED VALUE:
THE CORPORATE
IMPERATIVE 10 - 11
BUSINESS
24 - 33 COMMUNICATIONS:
‘EMOTION OVER REASON?’
KEY AUDIENCES:
STAKEHOLDERS
& INFLUENCERS 22 - 23
CHANGING
36 - 45
12 - 21 EXPECTATIONS:
36 - 45 ‘A BROADER ROLE
EXPECTING THE FOR BUSINESS?’
UNEXPECTED:
COMMUNICATIONS 34 - 35
PLANNING IN A BOARDROOM
DISRUPTIVE CONCERNS:
ENVIRONMENT ‘DISRUPTION
AHEAD?’
46 - 51
EMBARKING ON
THE DATA JOURNEY:
SMOOTH SAILING
24 - 33
46 - 51
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING CONTENTS
QUICK FIRE 011
ARE TECHNICAL EXPERTS IN THE POST-TRUTH
BUSINESS NOW MORE EFFECTIVE
CORPORATE SPOKESPEOPLE
WORLD, MUST CORPORATE
COMMUNICATORS APPEAL
COMMUNICATIONS: THAN CEOS? TO EMOTION, NOT REASON?
‘E MOTION OVER 60%
Disagree
29%
Agree
53%
Disagree
35%
Agree
REASON?’
DO TOO MANY BUSINESSES
USE THE LANGUAGE
OF SOCIAL PURPOSE,
13 % Unsure 13% Unsure
Base: 134 Council members Base: 133 Council members
WITHOUT COMMITTING
TO REAL CHANGE? Council members say this is situational Today, as people struggle to decide
– the most effective spokesperson DO BUSINESSES SPEND what, and whom, they can really
13% 83% will be determined by the issue, the TOO MUCH TIME trust, Council members are adamant
Disagree Agree audience and the industry context. BROADCASTING AND NOT that hard facts, reason and rationality
The CEO will often have a broader are more important than ever. But
ENOUGH TIME LISTENING?
command of the agenda, and perhaps these have to be brought to life with
3% Unsure the charisma or gravitas required appeals to human interest and values,
Base: 134 Council members for more strategic communication. 21% 72% if they are to connect and cut through.
Disagree Agree
Conversely, technical experts can As one Council member said, today’s
Four in five Council members agree elicit greater trust as ‘people like us’; communicator has to command both
that ‘purpose-washing’ is still more
prevalent than genuine commitment
a number of members feel they 7% Unsure logic and magic.
are underutilised. Base: 134 Council members
to change. True purpose has to have
“
a cost, or is easy to fake. Increasingly,
“ This prompted Council members
I think we have gone from no
businesses are being held to account The CEO still plays a massively emotion to full emotion and now
to reflect that communication is a
if their actions don’t match their important role in terms of being we are coming back. They have
the figurehead and secondly two-way process, and a tricky one seen emotion and they have seen
rhetoric: as one member put it,
culture and setting the agenda for to do well. Resources are finite, so reason and now they want to see
“don’t be a thought leader, be an
the organisation. So good CEOs businesses can’t listen to everything – that together.
action leader.”
will always be more effective, and can engage with even less. Being
but a technical person has a very
“ valuable supporting role to play.
equipped to distinguish the signal
I think we might have got away from the noise is key. Overall, though,
with it in the past, if you think most Council members are optimistic
about it, but that is not going to that businesses are committed to
happen as we move forward. listening – and getting better at it.
People are going to be very
discerning about whether they
“
think we are being authentic You are caught in your bubble,
and ultimately trustworthy and you say what you think people
whether you will be able to build want to hear, you never actually
a reputation off that. try to understand what they want.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING QUICK FIRE
SHARED VALUE:
THE CORPORATE
“ The need for companies to deliver genuine value, as opposed to tokenistic corporate responsibility
policy, that’s built into the company’s core purpose is becoming increasingly pronounced.
013
IMPERATIVE? The US Business Roundtable (BRT)
last year dropped its commitment to
“shareholder primacy” 1 in favour
of shared value. Accordingly, and
Or as old news – since at least
the 1960s, organisations have had
Corporate Social Responsibility (CSR)
policies with the broad goal of,
It’s this shift, say members, that poses
a major challenge. It raises profound
questions about what exactly shared
value looks like, and how to measure
by the “modern standard for “contributing to the well-being of it? How fundamentally should or can
corporate responsibility,” 2 the communities and society they businesses adapt? And how quickly?
businesses must focus on creating affect and on which they depend.” 4 And how to communicate intrinsic
value for all stakeholders, including changes in a way that cuts through
consumers, employees, supply chains, But for many Council members, the with stakeholders?
governments, civil society and the BRT’s announcement does signal
planet, as well as shareholders. something real and burgeoning.
Shared value is not the same as CSR,
“
Companies are trying to figure
out the balance between
Some commentators treated the BRT’s it’s argued. While CSR is essentially
responsibility to shareholders and
statement with scepticism – Larry philanthropic and extrinsic, shared value
to society. We were doing positive
Summers, for example described it requires that environmental and social things before the BRT statement,
as a “rhetorical embrace” 3 aimed at value become functions of a business’ but it has brought focus.
warding off real regulatory change. operations themselves.
“ The debate has
been going in that
direction for the thick
end of a decade, at
least in terms of talk.
So, the reaction is,
“yes of course,” and
the next question is,
“what are you going
to do about it?”
As the demand for businesses to create shared social in society. But businesses face significant challenges in
and environmental value increases, and the climate closing the say-do gap and meaningfully embedding
change doomsday clock counts down, Council members sustainability in their strategies and business models.
are seeing corporates coming to terms with their role
* For references in this article please see page 21
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING SHARED VALUE: THE CORPORATE IMPERATIVE?
THE INCREASING DEMAND 015
“
FOR MEANINGFUL ACTION
ent
investm h
In dropping a credo it’s held since For some members, the driving force
th a t th e
1997, the BRT is reacting to demand behind this change is the millennial The factor that really uc
can see much, m at
“
for environmental and social action generation (born around 1980-2000) “changes everything,” 8 All of us unity is really th
that is radically increasing. Much of this – which, based on some projections comm ow in the way he
however, that underpins n tt
demand is directed at business. will make up 75% of the global o re in terested ate beyond jus ut
m r b
the shift to shared value, ses ope portant oving
ability is m true
workforce by 2025 – flexing their
is climate change. It is busines ancials stay im iness and w s u s ta in
To complicate matters, it comes muscles as citizens, consumers and of ls. Fin o bus This is ho ons to
mmunicati as about
both an existential threat financia how people d our analys
t
“ – fro m c o
from multiple stakeholders across course employees. u t
it is abo that all the tim
e in eet Be ashing w
many issues. The UN Sustainable and, “the wickedest kind
e e g o out to m s. Gr caus b u sin ess. Greenw ow the finance
w e s en w e use sp eta T e of ation, n
Development Goals, for example, “
You have work forces, in particular
of problem imaginable:
complex, interconnected, b rief in gs or wh investment ho
the Re otlig hun the communic
str y th ink
ability
s of sustain ival.
cover 17 areas of sustainable b h b a
the elli t th erg ctio indu l surv
development, from sanitation to
the millennial work forces, that and requiring massive a e on at
nv Exan ns as financia
ll h d o
gender equality to education. Every
are legitimately concerned about
collective action.” 9 It to busi iron as p tinc the f
sustainability and corporate t n m l
an ake ess en ced ion a t
“
one of these to a greater or lesser responsibility in terms of whether raises the stakes for for d ac resp es h t, I th on
degree presents a challenge for they want to work for a company. what counts as value, su cou on ave ink
sta nt sib g
businesses. Each is a potential lens of ina abi ilit ot
and makes demonstrable bil lity y
I
nves
scrutiny, with discoveries likely to be But there’s evidence that the ity
action and impact .
amplified and distorted online. investment community is catching up. our tors rat
a necessity for any s e
Increasingly businesses are evaluated prac ustaina us on
organisation. It makes tices bilit
Expectations of corporate on non-financial, Environmental, toda . I th y
citizenship have increased. Social and Governance (ESG), metrics
‘greenwashing’ a threat to has y every ink that
a o
Last year, more than half of alongside more traditional financial
reputation rather imp sustain ne
erat a
Council members (56%) metrics. BlackRock CEO Larry Fink’s than an asset. In sum, ive. bility
“climate change has
said that consumers expected recent letter to investors claims
that, “investors are increasingly become a defining
them to take a stand on
reckoning with these questions factor in companies’
socio-political issues,
and recognizing that climate risk is long-term prospects.” 10
against only a quarter investment risk.” 6 And BlackRock now
(23%) who disagreed.5 claims that, “sustainable investing is
the strongest foundation for client
“
I think we live in a new and much portfolios going forward.” 7
more complex world within which
it isn’t just shareholder value IN THIS WAVE, MORE THAN HALF OF MEMBERS (57%)
that means everything. I think
corporates are generally aware SAY THAT BUSINESS LEADERS ARE NOW OVERTAKING
of their place in society now POLITICIANS AS A FORCE FOR PROGRESSIVE CHANGE
more than ever. IN THE WORLD (PAGE 23); WOULD THIS HAVE BEEN
THE CASE JUST 10 YEARS AGO?
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING SHARED VALUE: THE CORPORATE IMPERATIVE?
THE SAY-DO GAP 017
A study by Boston Consulting Group priorities. Still, for many businesses, The US Business Roundtable, Do you see this as a long-term trend creating shared value: competitive
and MIT in the US in 2016 found that, “ financial and sustainable aims are seen consisting of CEOs from some of or something that could be reversed if advantage through stakeholder
Base: 115 Council members
At present, keywords such as
while 90% of executives described Sustainable Development Goals are as different in kind. Companies and the country’s biggest companies, economic conditions deteriorate? engagement, improving risk
sustainability as important, only 60% flying around in Japan and there is CEOs are seen to live or die based recently issued a statement saying management, fostering innovation,
of companies had incorporated it consciousness about instilling social on financial metrics, and investors that shareholder value was no longer 80% LONG-TERM TREND improving financial performance
in their strategy, and just 25% had it purpose into business purposes, care far less about an organisation’s the overriding corporate priority and building customer loyalty.11 And
incorporated in their business models. but I think that many companies are performance on ESG metrics. and that companies should have a 11% COULD BE REVERSED at the same time, there are plenty of
wondering how to do it. broader social purpose and remit. warnings about the long-term threats
Four years on, for many Council On a scale of 1 to 5, how important of failing to adapt. For example, the
members, particularly outside While the majority of Council is a company’s performance on outgoing governor of the Bank of
Europe, crossing this chasm from members consider the shift towards
shared value to be a long-term
sustainability in determining
Y IMPORT
“
Some hedge fund managers may be
“
If economic conditions deteriorate,
England warned businesses in 2019
recognition to meaningful action its valuation (share price)? ER that those who don’t move towards
trend, there is much less agreement more interested in immediate returns, unless you can show immediate
IS V
AN
remains a key challenge. zero-carbon emissions will ultimately
as opposed to pension funds that ROI or growth because of the
5
T
that a company’s performance on 1 IS NOT AT ALL IMPORTANT
go bankrupt, “without question.” 12
want long-term sustainable returns strength of being sustainability-
“
I think companies are finding it
sustainability is currently important in
determining valuation. 1 2 3 4 5
which can only come if a business is oriented, you’re going to see
So, what our Council members
planning to be sustainable. companies get right back to basics.
quite hard after the first wave of
enthusiasm for green topics, where 8% 15% 24% 23% 22% highlight is that, while there’s a
they said lots of nice things, to
As these responses reveal, the say-do
gap is partly based on a perceived Base: 120 Council members
“
If your business is run through short-
Understood in this way, sustainability
and purpose remain a risk and a cost
growing long-term business case for
focusing on shared value, the shift in
embed that into what they actually
tension between short and long-term term measures all the time, would to businesses. mindset required to set this in motion
do day to day.
you ever put money into doing
is proving difficult in the short-term.
something that might not return an
Meanwhile, the Harvard Business
investment for 5 years, when CEOs
are only there for 3 years? Review enumerates the benefits of
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING SHARED VALUE: THE CORPORATE IMPERATIVE?
APPROACHES TO CLOSING 03. 019
THE SAY-DO GAP COMMITTING TO
OBJECTIVE TARGETS
01.
Clearly, the scale of this challenge Several companies identified by
differs by company and industry. Council members have made
In some cases, there appears a DELIVERING commitments that align to external
standards. Microsoft, for example, has
fundamental tension between historical SUSTAINABLE PRODUCTS
business models and sustainability committed to aligning its operations
– for example, in extractive industries For some businesses, sustainability is with the UN’s recommended target
or ‘fast’ fashion. This inevitably the key feature of a product. Council of 1.5°C global warming by 2030, a
impacts the rate of change. But the members cite Telsa’s electric cars commitment certified by the Science
lesson from Council members, is that as a good example of this type. Based Target Initiative (SBTi). Danone
companies that are performing well Oil companies that are investing in is aiming to become a B corporation,
on sustainability are at least moving renewable energy also fall into this thus will be legally required to
towards, “a sustainable approach category, though there is a long consider the impact of their decisions
that is not an add-on but is integral, way to go before they become on their workers, customers, suppliers,
integrated to their business and their providers of a sustainable product. community, and the environment.
strategy and their purpose.” The technology sector may count,
as it focuses on offering the
EXAMPLES GIVEN BY technology to underpin
sustainability efforts of others.
04.
COUNCIL MEMBERS BECOMING
OF BUSINESSES THAT CORPORATE ‘ACTIVISTS’
STAND OUT AS BEING AT
THE CUTTING-EDGE OF
02. Some companies are conspicuous in
supporting particular external causes.
CLEANING UP
SUSTAINABILITY TEND TO Patagonia is a flag-bearer for this
SUPPLY CHAINS approach, committing a percentage
FALL INTO ONE OR MORE
of its revenue to support grass roots
OF FOUR CATEGORIES. As the focus on sustainability
climate movements. Though clearly
increases, supply chains continue
it could not do this if it did not also
to be a problem for many companies
commit to other behaviours (e.g.
– sourcing of resources, labour
clean supply chains). Another example
conditions, air miles. Innovation in
would be Coca-Cola, which directly
packaging also falls under this banner,
supports the Global Environment and
in that by reducing the use of plastics,
Technology Foundation’s work in
businesses are aiming to reduce a
Africa to replenish water sources.
harmful by-product of distribution. For
Council members, Unilever, Nestlé
and Coca-Cola are good examples of Each of these approaches does something to incorporate sustainability into strategy or business model, and offers
businesses focusing on this area. established paths for other companies to start to cross the say-do gap towards shared value. And the greatest value,
of course, is likely to be delivered through a combination of these approaches.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING SHARED VALUE: THE CORPORATE IMPERATIVE?KEY PRINCIPLES IN SUMMARY: 021
COUNCIL MEMBERS
01.
“
IDENTIFY SEVERAL
MAKE COMMITMENTS
PRINCIPLES THAT
UNDERPIN ANY OF
THAT INSPIRE
Above all, as one Reputation Council member
puts it, the future must be ‘action-leadership’,
01. Businesses are facing
significant challenges
Commitments need to be fundamentally not just ‘thought-leadership.’
THESE STRATEGIES: in moving from CSR to
meaningful, credible and inspiring to creating shared value.
a range of stakeholders, including
governments, customers, employees
and investors. Every business needs
to assess what issues it is best placed
03. 02. While businesses recognise
to address and whether these issues
EVIDENCE-BASED the long-term importance
COMMUNICATIONS of shared value, there
are really the important ones for its is a tension for some
stakeholders. And all businesses need There is broad agreement between this and short-
to make commitments on climate that greenwashing is finished. term priorities; this tension
change. To do these things, they must Communications should be underpins the say-do gap.
be prepared to innovate. evidence-based, and tailored to
the priorities of different stakeholder
02.
groups. Commitments should be
embedded in the corporate
03. There are existing paradigms
to help companies begin
MEASURE SHARED VALUE narrative that companies tell internally to cross this gap: focusing
and externally. on sustainable products,
There’s an adage: “what gets
measured, gets managed.” cleaning up supply chains,
Measurement of stakeholder opinion making meaningful
should also inform strategy and commitments or engaging in
communications, while helping corporate activism.
provide evidence of the effectiveness
of a business’ commitments. Council
members see ESG-style measurement REFERENCES
as key, in that it links directly to the 1 - https://www.businessroundtable.org/ 8 - This Changes Everything: Capitalism vs. The
financial performance of businesses business-roundtable-redefines-the-purpose- Climate, by Naomi Klein
and CEOs. of-a-corporation-to promote-an-economy- 9 - Can Business Save the Earth? Innovating Our
that-serves-all-americans Way to Sustainability, by Aaron Chatterji and
2 - Ibid Michael Lenox.
10 - https://www.blackrock.com/corporate/
3 - https://www.ft.com/content/e21a9fac-c1f5-
investor-relations/larry-fink-ceo-letter
11e9-a8e9-296ca66511c9
11 - https://hbr.org/2016/10/the-comprehensive-
4 - https://hbr.org/2015/01/the-truth-about-csr business-case-for-sustainability
5 - https://reputation.ipsos-mori.com/taking 12 - https://www.theguardian.com/
-a-stand/ environment/2019/oct/13/firms-ignoring-
6 - https://www.blackrock.com/corporate/ climate-crisis-bankrupt-mark-carney-bank-
investor-relations/larry-fink-ceo-letter england-governor
7 - Ibid
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING SHARED VALUE: THE CORPORATE IMPERATIVE?QUICK FIRE 023
ARE BUSINESS LEADERS DOES BIG BUSINESS STILL
OVERTAKING POLITICIANS NOT TAKE BOARDROOM
CHANGING EXPECTATIONS: AS A FORCE FOR DIVERSITY SERIOUSLY?
‘A BROADER ROLE
PROGRESSIVE CHANGE
IN THE WORLD? 42% 54%
Disagree Agree
FOR BUSINESS?’ 32%
Disagree
57%
Agree
5% Unsure
Base: 136 Council members
11% Unsure
Base: 129 Council members While Council members’ opinions
appear divided, in fact there’s a
Nearly three in five Council members commonly-held view that businesses
agree that, nowadays, it’s not unusual do take diversity seriously, particularly
to see business leaders flex their around gender equality, but haven’t yet
muscles as agents of social change. made enough progress – “it’s hard.
Some may be emboldened by The problem has been 30 years in
front-runners like the US Business the making and we are trying to fix
Roundtable and BlackRock’s Larry Fink. this in five.” Interestingly, more than a
Up for debate: whether this is really few members feel their own company
new; what it tells us about today’s is making better progress than the
political class; and whether leaders corporate world as a whole.
are really willing to redraw their
fundamental business models?
“They do take it seriously because
they have to take it seriously,
“ there’s legislative and regulatory
We do see companies taking
reasons, but is it moving quickly
stands and we’re seeing some
Three quarters of Council members
“ change. But we’re not at a point
enough, and are we seeing
diversity, no.
IS IT THE JOB OF see a clear societal role – and Because business has a role and where most of your ‘average
GOVERNMENT, NOT responsibility – for businesses. responsibility in the world today, Americans’ are going to see big
However, this should be as part given the amount of money we changes in their lives.
BUSINESS, TO FIX bring to the economy. It can no
of the solution, in partnership with
SOCIETY’S PROBLEMS? governments and other stakeholders, longer be that we are just there
to make money, we have to
and aligned with the company’s
77% 19% “skill set and intellectual capital”.
have a legacy and we have to
be able to answer the question
Disagree Agree
Agenda-setting must still reside ‘would the world be better or
with democratic government; however, worse off without us?’ If we can’t
4 % Unsure corporates can often call on greater answer that, we probably
Base: 137 Council members financial muscle-power and ‘street-level shouldn’t be in business; it is our
understanding’, to implement change. duty and responsibility.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING QUICK FIREKEY AUDIENCES: It is clear from our conversations
with Council members that the
giving a louder voice to a wider group
of audiences, including the public;
members also stress that this has not
diminished the role and importance
025
STAKEHOLDERS
profile, influence and importance of of traditional stakeholders (e.g. in
stakeholder groups are continually
shifting and evolving. The vast majority
“
It gets back to the whole social media
government or media). Interviews
highlight that it’s not a case of new
& INFLUENCERS
piece. Everyone has a megaphone
of Council members name several stakeholders pushing aside the old
and can be heard. We have to pay
stakeholder groups that have become players, but instead that there is now a
closer attention and be more nimble
increasingly important in recent to respond and engage. larger range of influential stakeholders
years. Many point to the emergence for corporate communicators to
and growth of some new influential While recognising the growth in new engage and manage.
audiences, driven by social media influential stakeholders, many Council
STAKEHOLDERS THAT HAVE BECOME MORE OR LESS IMPORTANT
Q. Would you say that any particular groups have become significantly more important or influential, in recent years?
Q. And have any become significantly less important or influential?
TOP MENTIONS (SIZE OF CIRCLES ARE RELATIVE TO NUMBER OF MENTIONS)
Becoming more important Becoming less important
Customers Employees Government General NGOs Media
/ Clients / Politicians public / Charities
Investors Social media Regulators Activist groups Shareholders Suppliers
/ Analysts influencers / Civil society
Base: 112 Council members
WHICH STAKEHOLDERS ARE BECOMING MORE / LESS INFLUENTIAL?
As shown on the following pages, a range of different audiences are recognised by Council members as becoming more
influential, but leading the way are customers and employees, closely followed by government/politicians and the general
public. Non-governmental organisations (NGOs), journalists and investors are also commonly mentioned.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING KEY AUDIENCES: STAKEHOLDERS & INFLUENCERSEMPLOYEES 027
Closely related to the growth of Employees are increasingly being However, to do so, employees need
individual activism and engagement, thought of as credible communicators to be both empowered and enabled.
is the extent to which employees are which companies need to “help Similarly, employees need to receive
now taken “much more seriously as a empower as potential ambassadors enough knowledge about their
sophisticated stakeholder audience”. for the business”. There is also a organisation’s values and aspirations,
recognition that taking good care of so they feel confident enough to
“
Employees have risen to the top
the workforce can lead to a better-run
company and being able to recruit the
discuss these with others. Messaging
should be aligned across the business
as far as important audiences.
best possible talent. and succinct in layman’s terms, so
They were an afterthought,
that it can be easily digestible and
even a couple of years ago.
Understanding that employees Our research shows that employees easily relayed by employees. Inviting
are at the heart of an organization are seen to be a trusted source of external stakeholders to facilities
– that they’re the ones who drive information. Organisations should or events where they can engage
the culture and the results – is therefore leverage the potential with employees is also viewed as an
definitely a trend. influence that their employees hold effective way to give voice to this
as credible communicators. increasingly important group.
CUSTOMERS
While many explained the increased organised and sophisticated in will do. And it has really required
importance of customers as being getting their voices and views heard us to look at what information
the audience which ultimately buy on socio-political issues; can we produce that will be
their products and services (“We’re not easy to send to these individuals
an NGO, we’re not the government,
we’re a company that makes products.
“
The informed public, the political
and engage with them but not
necessarily require us to have
and socially interested ones have not meeting after meeting after meeting.
We’re here to serve the customers.”),
really played a part in the past but
others point to the fact that customers While engaging with an individual
have now become more important.
are becoming more aware and vocal is one solution, many also turn to
on socio-political issues; NGOs as a partner to help influence
Several corporate communicators
observed the growth of “individual the views of activists and “shape the
“
Customers, maybe over the last activists”, highlighting the influence external landscape”. NGOs are also
10 years, have become more that one voice can now have; seen to be increasingly important to
important than ever, only because understand the views of consumers
they are such an important voice
in a lot of the debates on health or
“
One of the areas we have seen
while also providing, as one member
stated, “a useful sounding board for
the environment or packaging or massively grow is individual us as we are developing plans”. Just
whatever it might be. activism and how that can actually
like the wider public and individual
be really quite challenging…as a
activists, NGOs are becoming
company, we are not set up to
Similarly, the wider public’s influence increasingly organised and influential
meet with all these individuals
is growing as they become more because otherwise that is all we on socio-political issues.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING KEY AUDIENCES: STAKEHOLDERS & INFLUENCERSGOVERNMENT / POLITICIANS 029
Despite being considered a traditional they do not have enough Council members note that the
stakeholder audience, many corporate information to analyze properly. importance of politicians ebbs and
communicators report that politicians Politicians are taking advantage of flows depending on elections and
are increasingly important to them. some distorted information in an other key political events. During a
opportunistic and populist way.
As with the public and NGOs, some normal election cycle, the work of
politicians are also increasingly vocal corporate communicators is strategic
Politicians’ ability to determine
and impactful through their use of social and deliberate, whereas when things
license to operate is also cited
media platforms, and occasionally the are more unpredictable at election
as a key consideration, with
views shared on such platforms can be time “there is almost no point…
corporate communicators working
disruptive, damaging and misleading; because there is going to be such
hard to ensure their company’s
a huge turnover…when we get
“
Government has gotten more
views are heard in policy and
regulatory discussions;
through the election there is a huge
task to be done in terms of mapping
vocal. They were always
your stakeholders and working out
important, but now they’re very
reactionary, so you have to be
“
We actually don’t want to be where the balance of power lies
able to anticipate what they will be the one that the politicians and where we need to focus.”
reactionary about. have in their sights, but we do With increased political uncertainty
want to make sure that we’re around the globe, communicators
“
Customers [are] more informed
at the table contributing to the
policy discussion.
are having to adapt and evolve their
approach for engagement with this
and empowered, but sometimes important group.
MEDIA
In contrast to views about politicians, time with various traditional media would have done 5-10 years ago.
there is much less consensus when audiences… they are important There are just a lot of sources
it comes to the media. Council allies for us. now online where people use and
members are split on the importance reuse content and they just don’t
However, others feel that while necessarily want to pay for it.
of this group, being just as likely to say
it’s on the rise as to say it is diminishing. traditional media continues to be
To a large extent, the perceived
Some feel that the media continues important, its influence is less than
importance of the media will vary
to be a key channel of information in the past, largely due to the growth
from across sector, issue and outlet.
that can be used to communicate a of social media and online sources
For communicators in today’s
company’s message; of information;
environment, the key is knowing
“
I wouldn’t underestimate the
“
They are still important, but I do
which media voices have influence
on the issues that matter to
relationship with traditional media think they are less influential than your organisation and targeting
either, you do so at your peril. We they used to be, definitely they engagement efforts accordingly.
try to invest in the right amount of take up less of my time than they
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING KEY AUDIENCES: STAKEHOLDERS & INFLUENCERSCOMMUNICATING Considering the growing voice of the
public, we asked Council members
channels of delivering the messaging
will vary by audience;
it is especially relevant as a means of
concentrating messaging towards a
031
WITH THE PUBLIC how they go about engaging with
this audience. Members highlight the “
group of people who are most likely
to absorb the messaging, react to the
A TAILORED OR
need for a targeted approach, where We tailor messaging to each messaging, and influence the views
audience; however, we have
budgets allow: of others. Understanding the views of
core messaging that our
these engaged publics can also act
messages all ladder from to
ONE-SIZE-FITS-ALL
“
I think it’s fundamental to have
create unique messages. as an early indicator of future trends,
as they are more likely to be ahead
a specific approach for each
While it is common practice for brand of the curve in terms of their views,
audience. Specific to different
awareness of issues, and behaviour;
APPROACH? segments… To move away from and marketing functions to tailor
something generic and closer communications towards their core
to particularities. target customer audience, corporate “
These are the engaged, interested,
communicators are also increasingly active people within their local
This doesn’t necessarily mean that taking a targeted approach in their communities and the broader
different parts of the general public communications with the public. While industry circles. If we can reach
will receive different messages; in fact, the concept of the engaged citizen them, and if they can understand
often the messaging across audiences and early adopters is not a new one, what we’re doing, then that helps
will be aligned, but the formats and create grounds for them.
ENGAGING WITH SOCIAL
MEDIA INFLUENCERS 31%
Around a third do a little / started to
Q. To what extent do you try to do so / depends on circumstances
understand and engage with
social media influencers?
44%
Around two-fifths say 17%
they do a lot / regularly Around a fifth say
they don’t do any
9%
Around a tenth say this
is done by other functions
Base: 77 Council members
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING KEY AUDIENCES: STAKEHOLDERS & INFLUENCERSHowever, as one Council member points
out, it is important to identify and understand
followers have to say. As a member states,
this can lead to exceptional levels of insight; CONCLUSIONS 033
the characteristics of the most engaged
segment of the public, and to do so regularly “
as their profile can change over time; I have been working with 10 or 15
micro influencers who might have The increased breadth and influence
less than 1,000 followers and actually of the stakeholder audiences with
“
The difficulty is in identifying them their network can be exceptionally which communicators must now
because they are not the same as they interesting as well because you get engage highlights the fact that
were 20 years ago, 10 years ago, now. some very rich in-depth engagement building and protecting corporate
So being able to identify the right slice with some very interesting insights. reputation is a complex challenge.
of humanity that can give information Communicators need to be adept
in advance, and then gain time for However, not all corporate communicators at determining the difference
companies. It’s a difficult task. engage with social media influencers. between noise and influence, with
Some feel that the financial costs are too resources directed accordingly to
Closely aligned with the increased great or that social media influencers are ensure effective relationships are
need to treat the engaged public as a “less impactful now”. One Council member built with the stakeholder groups
core stakeholder group, is the growing also warns of the danger caused by that matter most. In mapping
importance of social media influencers; interacting with such influencers, pointing out their stakeholder audiences,
to the risks of handing over control of your the relative importance of each
“
Very important, an extremely important
reputation to social media ambassadors,
and emphasising the need for careful
group should be determined by
its level of influence over the
audience because they really have the
monitoring when going down this route; issues affecting an organisations’
power to influence both consumption
and behaviour. And they influence both reputation, rather than the channel
from the point of view of selling our “
Every time you interact with someone,
through which the influence is
products and advancing our causes. created. This is reflected in the
you create a contract with someone,
Digital influencers are extremely experiences of Council members
you are transferring the responsibility
important. I think the digital influencer where traditional stakeholders
to that person. In other words, I would
will gain even more relevance. are given as much consideration
need to closely monitor the integrity,
the behaviour of my ambassadors. as emerging influencers. As
When engaging with social media influencers, technological change continues
Council members talk about how they first go Similarly, it is important to underline the fact that to give voice to new audiences,
about identifying and selecting a small pool of Council members are far less likely to name the ability to map, understand and
highly relevant and influential individuals; social media influencers as an increasingly prioritise stakeholder audiences
important stakeholder group than they are to will become increasingly important
“
It is about the quality of audience really,
name other audiences such as employees, in determining corporate
are we talking to the right people. politicians, the wider public and NGOs. Indeed, communications success.
while social media has undoubtedly been a
The conversation shouldn’t be one-way. driver of change, Ipsos Corporate Reputation’s
While some focus on engaging with experience of working with stakeholder
influencers as a catalyst or ambassador audiences highlights that direct engagement
to get messaging across, it is also worth remains the most effective way to ensure a
listening to what influencers and their voice on your key issues.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING KEY AUDIENCES: STAKEHOLDERS & INFLUENCERSQUICK FIRE 035
DO FAKE NEWS AND
DISINFORMATION POSE
BOARDROOM CONCERNS: A MATERIAL THREAT TO
‘DISRUPTION
OUR BUSINESS?
39% 59%
AHEAD?’
Disagree Agree
2% Unsure
Base: 135 Council members
Three in five Council members agree
that fake news is a material threat,
but estimates of its severity vary. Few
see it as an existential threat, because
businesses are adapting to manage
the risks, and audiences are learning to
distinguish what’s real and what’s fake.
But it’s high on the risk register, and not
going away any time soon.
ARE SOCIAL MEDIA PLATFORMS NOW TOO COMPROMISED
“
That is just the sort of ‘what is
someone going to say one day
TO BE CREDIBLE FOR CORPORATE COMMUNICATIONS? about us?’ and how quickly that
travels. You can’t predict any of
71% 25% (both for corpcomms, and for linking that – you can prepare for it but
Disagree Agree execs across a business) and Instagram you can’t predict it. It is the one
(for storytelling and human interest) are thing that will keep any comms
increasing in importance. The golden person awake at night.
5% Unsure rules? Fit the platform to the purpose,
IS OUR CORPORATE Among Council members, this is be the concern of everyone in the Base: 133 Council members
now a given. The importance of business, not just the top tier. and be ready to manage the risks.
REPUTATION A
reputation is “accelerating” across a
BOARD-LEVEL CONCERN? Despite a widespread view among
“
number of fronts – governance, risk,
employee engagement, commercial
“Absolutely. Our Chief Operating
Council members that certain platforms Need to be alert but that’s where
“need to clean up their act”, most
6% 93% performance – as is the role of the
Officer reviews our corporate
are not ready to write the obituary for
our stakeholders are, so we need
to be part of that discussion.
Disagree Agree reputation quarterly and it is
CCO as trusted advisor to the board on social media. The reason is simple –
reviewed with our Board of There is nothing compromised
reputation. However, some members Directors, so it starts at the top this is where stakeholder conversations about them. Social media is a
1% Unsure point out that reputation should really and filters all the way down. happen, so businesses have to engage. huge enabler, I do not have a
Base: 137 Council members Indeed, platforms such as LinkedIn down on social media.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING QUICK FIREEXPECTING THE UNEXPECTED: There are a number of components that
make up the blueprint of an effective
In this sitting of the Reputation Council, we’ve explored what the key factors are
in successful communications planning, the most important changes in how
037
COMMUNICATIONS
communications planning cycle. corporate communicators work and the future of the function. In addition, we
touch on other hot topics of debate, including the balance between internal and
AMONG THEM THERE ARE: external communications and the timings of the communications planning.
PLANNING IN imely actions to
T
A DISRUPTIVE
support business
strategy throughout
the financial year
ENVIRONMENT I nsightful inputs to
maximise chances
of conveying a
comprehensive message
The involvement of
appropriate internal
stakeholders
he right balance of
T
aligned and unified
internal and external
communications
ability to adapt to
An
the unexpected
The success of a communications strategy is in large part planning the year ahead whilst remaining sufficiently
dependent on sound planning. Corporate communicators nimble to react to unexpected and hard-to-predict
need to ensure that their function is fully integrated in circumstances that often present communications
the business. It needs to be capable of both proactively challenges in the short term.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING EXPECTING THE UNEXPECTED: COMMUNICATIONS PLANNING IN A DISRUPTIVE ENVIRONMENTFIVE KEY FACTORS IN SUCCESSFUL 03. 04. 05. 039
COMMUNICATIONS PLANNING BUDGET AVAILABLE
Financial constraints are a key
EXTERNAL SOURCES
Specialist opinion research, brought in
PEERS
It is often the case that corporate
factor to consider and corporate from third party sources to understand communicators discuss the challenges
communications are often required the perceptions and expectations of and opportunities facing their
to maximise impact with limited various stakeholder groups, or test businesses with their networks of
resources. This is an essential factor the validity of specific campaigns or peers in the sector. Confidentiality
in determining the day-to-day initiatives is also a common input. It’s certainly plays a key role here, but
execution of the plans. objective nature makes it particularly Council members often see this
powerful in some businesses, as it as a key way to validate current
“
There’s the budget process, which
brings clarity when conflicting internal
points of view.
approaches and discuss fresh ideas.
is happening now. The amount of
money you have to spend dictates “
some of the things you’re going to “
External analysis – strategy and
External stakeholders, inside market
intelligence, customer intelligence,
be doing – so budget dollars. insights. What is happening in the – several sources are integrated.
surrounding culture, what are the
pressures coming at you?
01. 02.
BUSINESS OBJECTIVES SENIOR LEADERSHIP
Business strategy and priorities Top management and senior decision
GOOD CORPORATE for the year ahead are at the heart makers often have an active voice in
of communications planning. shaping the communications strategy
COMMUNICATIONS
The overall organisational of the business. They input their views
PLANNING IS DESIGNED strategy both short and long-term at any stage of the design and/or
IN CLOSE COOPERATION (i.e. five- or ten-year strategies) signing off the final version of the plan.
WITH THE BUSINESS IT shapes both the overarching and
SERVES. THERE ARE A tactical comms initiatives. “
First and foremost, it’s from the
NUMBER OF SOURCES
OF INFORMATION, BOTH “
Business strategy from the
general manager and board
leadership of that business. We
don’t plan anything until we’ve sat
INTERNAL AND EXTERNAL, management department.
And financial information from the down with them and discussed
THAT MEMBERS CONSIDER finance department. their strategic priorities for the year
“
WHEN PLANNING: ahead. I very much view corporate
communications as supporting
that strategic roadmap rather than Business operating strategy dictates priorities; research with consumers for the business;
telling them what their strategic financials (opportunities and threats); business performance.
roadmap should be.
THE IPSOS REPUTATION COUNCIL: FOURTEENTH SITTING EXPECTING THE UNEXPECTED: COMMUNICATIONS PLANNING IN A DISRUPTIVE ENVIRONMENTTHE MOST IMPORTANT CHANGES IN HOW THE BIGGEST CHALLENGES IN THE 041
CORPORATE COMMUNICATORS WORK COMMUNICATIONS PLANNING PROCESS
The past decade has brought deep transformations to the way organisations are expected to interact with their stakeholders. As the role of the corporate With increasingly complex organisational
From day-to-day execution to overall strategies for stakeholder engagement, here are some of the changes most commonly communicator becomes increasingly structures and competing priorities,
mentioned by Council members: complex, Council members discuss coordinating processes and messages
some of the obstacles they face in their is a common challenge that needs to
01. “
Communication process has
other internal departments. Externally,
the communications process has
jobs today. The most important are: be considered. Equally, balancing short
and long-term priorities is frequently a
IMMEDIACY moved from ‘broadcasting’ to
The 24h news cycle requires corporate
communicators to react quickly to
changed tremendously, there
are fewer journalists, print ‘dialogue’, with stakeholders expecting
a higher degree of interaction than
01. difficult exercise.
news stories and have a point of view
has decreased in importance,
development in fields of digital, in the past.
ALLOWING TIME FOR “
Changing priorities, short term
on critical issues with the potential to social media, podcasts, videos THE UNEXPECTED
objectives… Once we have the
affect their organisation’s reputation. and so on, a new audience is
being addressed, the middle man
“
There is a breakdown in silos within
Increased scrutiny of an organisation’s
activities and a global remit often lead
strategy and plans, we have to
change it.
“
I think the more we globalize, there
(journalist) is cut out. business and this reflects a merging
of communication disciplines.
to reputational crises that need to be
dealt with decisively. Time commitments
will be much longer working hours.
Especially in communications, the 03.
It used to be that internal
communications, marketing and
vary depending on their severity, but
Council members agree on the need to
03.
reaction is important. If something corporate communications were
carve out time to cope with unexpected
LOCAL IMPLEMENTATION
happens somewhere it needs to be STORY-TELLING really separate areas but with OF GLOBAL STRATEGIES
Standard press releases are no longer challenges in a volatile environment.
dealt with. If there is an increase in so much blurring of boundaries
With Council members normally being
overseas matters that cannot wait good-enough to get a company’s between those and that has forced
until the next day, I wouldn’t say point across. Stakeholders increasingly a greater degree of collaborative “
It’s being in such a reactive
part of leading global organisations,
they often find that transposing global
we need to be in operation 24 hours expect creative story-telling for press and integrated working which then
environment. There are issues and messaging into their local context
but monitoring them will be tough. officers to stand out from the crowd. becomes a bit of a self-fulfilling
crises that we’ve had to deal with is a delicate process that requires
prophesy because you then get
here. We have protesters. We have
more blurring of boundaries, it careful consideration to account for
“ environmental issues. We have
02. We’ve changed how we think
about external communications.
just keeps feeding itself as a way
of working.
animal welfare issues. These things
tend to pop up relatively quickly
cultural differences.
THE SHIFT TO DIGITAL We’ve gone from “press release and you have to react to them. “
New communications channels, social happy” to storytelling outside of “
Really acting like an agency;
That, unfortunately, gets in the
“The biggest difficulty is aligning
each global business strategy with
media in particular, require corporate the traditional press release. We way of some of the more proactive
can’t just check off ‘press release’ bringing the full amount of each region. The difficulty is that
communicators to adapt their skillset things that we’d like to do to talk
- we need to be more creative.” expertise within the team. You what you see at headquarters is
and nurture more multi-disciplinary about our reputation and show
could be working on something different from what you see locally,
teams. There is also the need to how we’re activating on purpose.
that you don’t support directly. We so I think it’s very difficult to get
coordinate the messaging across
04. try to be as collaborative as we can this alignment. The most common
platforms and interact with stakeholders
in a more direct way than in the past. COLLABORATION
and bring the expertise that we
have in-house to any number of
initiatives that we’re working on.
02. thing is the fact that we have a
global team and the local team
Ensuring consistency and a single voice These days, communications teams DECENTRALISATION brings the raw information from
is of paramount importance. the locals.
are expected to work closely with AND COORDINATION
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