Bob Feldman, partner at PulsePoint Group, provides commentary on the firm’s recently released Corporate Communication Index Study. This is the third in a series of videos where he provides insight into the findings. Be sure to check out his first and second video:
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Points of View is our blog dedicated to exploring the critical corporate communications issues of the day through insights and videos of Fortune 500 business and communications execs, industry insiders and our team.
PulsePoint Group Corporate Communication Index Series Part 2: Prioritizing Digital Expertise
Bob Feldman
December 20th, 2010
Bob Feldman, partner at PulsePoint Group, provides commentary on the firm’s recently released Corporate Communication Index Study. This is the second in a series of videos where he will provide insight into the findings. Be sure to check out his first video:
PulsePoint Group Corporate Communication Index Series Part 1: Innovation
Bob Feldman
November 22nd, 2010
Bob Feldman, partner at PulsePoint Group, provides commentary on the firm’s recently released Corporate Communication Index Study. This is the first in a series of videos where he will provide insight into the findings.
The PulsePoint Group Communication Index 2010: Social media providing huge opportunities, but drive to innovate remains elusive
Despite the opportunities being presented by the explosion of social media, more than two-thirds of surveyed chief communications officers say they’re not doing enough to drive innovation within their own organizations.
The report found that as CEOs emphasize innovation as an essential way to survive and grow in a difficult economy, the burgeoning use of social media provides extensive opportunities for communication departments to engage with customers, potential customers, and other stakeholders. But not enough corporate communications departments are driving the innovation necessary to exploit those opportunities, partly because their organizations haven’t acquired the necessary digital competencies. That leaves a gap that may ultimately be filled by talented people from elsewhere in the company.
The finding is part of a forward-looking report on key trends in corporate communications departments from PulsePoint Group, a leading digital communications and management consulting firm.
The survey, Corporate Communication Index 2010, reported findings from nearly a quarter of the Fortune 100’s CCOs. According to the report, “nearly 90% of those surveyed reported that innovation is a primary corporate focus for the next 3-5 years, yet two-thirds of CCOs report that their function is moderately active or less so in driving innovation in the organization.”
Balance Management with Lobbying To Optimize the Comms Function
Bob Feldman
September 27th, 2010
Originally Published PR Week, September 24, 2010
In conducting research recently on best practices in corporate communications functions, one thing in particular struck me.
In decentralized organizations, the best chief communications officers aspire to have large chunks of their time allocated for…nothing.
Let me explain.
The larger the enterprise, particularly when decentralized and matrixed, the more complex, the more players, the more issues, etc. As such, the CCO is required to do all those things with which most of us are familiar: CEO counselor, communications strategist, leader of a large organization, responsible for talent management, etc., etc.
And then some.
A Higher Purpose is PR’s World Series
Bob Feldman
August 9th, 2010
Originally Published PR Week, August 6, 2010 (subscription access only)
What’s your World Series?
As we continue a slog through a tough economy, I’ve noticed a dilemma facing many companies vis-à-vis motivating their employees. Whereas the sports world affords the clarity of a tangible, meaningful goal (e.g. World Series, Super Bowl, etc.) in which every member of the team is in complete alignment to pursue, business doesn’t have it that easy.
And, in a down environment, it’s that much more common for employees to feel that their work is just that: work.
It’s hard to imagine each Major League baseball team playing 162 games during the year and everyone then going home. It sounds absurd because what’s the purpose of playing all those games if it doesn’t really matter.
There has to be a purpose.
What is your purpose?
The Quantified SWOT: Try It, You’ll Like It
Bob Feldman
June 28th, 2010
Originally Published PR Week, June 25, 2010
We’ve all been through SWOT exercises and, if you’re like me, you’ve often wondered if the process – sometimes painstaking and laborious – really yields actionable insight.
Lately I’ve had the opportunity to create and lead what I would call “Quantified SWOTS” and, perhaps not surprisingly, the quantification makes the end product more precise and actionable.
You may want to consider it. Let me explain.
Perhaps you’re considering the future of your own organization and want to do a self-assessment. Typical solution: SWOT.
But try this variation.
Work with your team and develop a master list of attributes that you believe your function has responsibility for within your company. The list, of course, includes things like leadership communications support, CSR, media outreach, employee engagement, etc. Break this down and be as specific as you like.
Nine More Characteristics of the Engaged Enterprise
Bob Feldman
May 17th, 2010
Originally Published PR Week, May 14, 2010
In my last column, we looked at seven internal changes that can help prepare your organization to become an “engaged enterprise” (def: a corporate business model that achieves an authentic, dynamic relationship between the company and its various stakeholders in which conversation and business ideas are shared up, down, and sideways).
As promised, this column focuses on the nine external moves necessary to achieve full engagement:
1. Recognize that media relationships have migrated. The communications group should have knowledge of and strong relationships with the top 10 digital influencers in each business segment of your company. The concept is not that different than the old days of media relationships, but not knowing these influencers is as wrong as not knowing your top-tier journalists.
2. Engage with customers for product innovation. Engaged enterprises regularly tap into their customers for product design and innovation. Regular use of crowdsourcing techniques makes such broad-based insight easy – and powerful. Check out Dell’s IdeaStorm for a good example. Great opportunity for communication executives to add real value across corporate functions.
Seven Characteristics of the Engaged Enterprise
Bob Feldman
March 29th, 2010
Bob Feldman, Principal of PulsePoint Group, on what activities a company should undertake internally on it’s journey toward becoming an Engaged Enterprise.
Seven Characteristics of the Engaged Enterprise
Originally Published PR Week, March 12, 2010
In my last column, we explored the concept of “the engaged enterprise.” This is a corporate business model that suggests an authentic, dynamic, and deeper relationship between a company and its various stakeholders, in which conversation and business ideas are shared up, down, and sideways.
A constant value-exchange is the new norm.
Due to considerable response and curiosity on this subject, this is the first of two columns that will dig deeper into the model. In my next column, I’ll look at what you need to do in external engagement, but first, let’s look at what you need to do internally:
Strong internal collaboration. Lots of companies have implemented Microsoft SharePoint and other collaboration tools. But the issue is: how widely are these tools used? Does your department live on the site or is it the occasional repository of random documents? Collaboration and knowledge sharing exist in real time. Success depends more on culture and leadership than on technology.
Engagement Has Become the Business World’s New Currency
Bob Feldman
February 12th, 2010
Originally Published PR Week, February 12, 2010
The impact of social media on how business is run is just starting to mainstream in corporate America. I’m not talking about online promotional campaigns; I’m taking about the very heart of how business is conducted.
The consequence is a redefinition and reframing of how a company and its various stakeholders relate to one another and the impact each has on one another.
Call it “The Engaged Enterprise.” Engagement is the new currency. It suggests an authentic, dynamic, deeper relationship in which conversation and business ideas are shared up, down, and sideways.
In the Engaged Enterprise, stakeholders have deeper relationships with the company. Stakeholders actually talk to one another. Their voices are heard, respected, even acted upon in exchange for their loyalty. The result: The enterprise is smarter and more engaged with their constituents leading to better decisions and deeper, longer-lasting relationships.
Some examples? Consider these three: (more…)
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PulsePoint Group Corporate Communication Index Series Part 4: Governance
Bob Feldman
January 17th, 2011
Bob Feldman, partner at PulsePoint Group, provides commentary on the firm’s recently released Corporate Communication Index Study. This is the fourth in a series of videos where he provides insight into the findings.
Tags: 2010 Index, Commentary, Social Media, video
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