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HOW TO GET YOUR STRATEGY ACCEPTED
MASTERCLASS EUPRIO CONFERENCE 2012,
GÖTEBORG
Monique Jipping & Tom De Smedt
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WHAT WE ARE GOING TO DO:
• Short introduction• Case: analysis• Case: approach and alignment• Case: presentation and debate• Implementation• Roundup
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INTRODUCTION
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The communicator’s influence
• “In my organisation, recommendations of the communication function are taken seriously by the senior management”
• “In my organisation, the communication function is likely to be invited to senior level strategic meetings”
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Main barriers for professional communication management
Poor reputation of Comms / PR in society
Shortage of Comms training
Diffuculties of proving Comms’ impact on organisational goals
Lack of understanding of Comms within top management
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EFFECTIVEADVICE =
Quality x Acceptance x Management
YouKnow yourself
ProfessionKnow your profession
ClientKnow your customer
context
environment o
f the
organization
advice triangle (hannah nathans)
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processes
strategy
tactics
instruments
OPERATION
MANAGEMENT REFLECTION
PROCESSSUPPORT
DirectingCoordinating
ExecutingProducing
MonitoringVision development
FacilitatingCoachingTraining
Dimensions of communications management(BETTEKE Van Ruler)
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Workflow communications strategy plan(van der hilst communications)
STEP 1 YOUR POSITION
STEP 2 ANALYSIS> ORGANIZATION> COMMUNICATIONS
STEP 3 COMMUNICATIONS STRATEGY
STEP 4 PLAN> APPROACH> ALIGNMENT> INSTRUMENTS> ACTIONS, PLANNING
STEP 5 PRECONDITIONS (TIME, BUDGET, TEAM ETC)
STEP 6 EVALUATION
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Listen and collaborate(steven van belleghem, www.stevenvanbelleghem.com )
COLLABORATION
CONVERSATION
CONTENT
CUSTOMER EXPERIENCE
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Comms Unit
Management
Organisation
Strategy development
Strategy validation
Strategy implementation
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Comms Unit
Management
Organisation
Strategy development
Strategy validation
Strategy implementation
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Strategy development is a non-linear
process of co-creation
So:• Prepare your strategy• Prepare your management• Prepare your organisation
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Before/While developing your strategy…
• Know your context– Organisation, communication, influences
• (Ab)use your corporate strategy– Embed and learn from experiences
• Learn form your own research– SWOT, DESTEP, etc for communication potential
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Before/While developing your strategy…
• Involve and connect– Input and support– Information, participation, co-creation
• Know your allies (and your ennemies)– Invest in your friends– Academic and external experts
• Share and communicate– Leverage effect of internal communication– “Yours” isn’t “ours”
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CASE
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Reasoning and mindset managers
Broader organisational concerns
Experiences from the past
(Implicit) long term strategy
Personal interests
Political interests
Influence other stakeholders
Other vision on Comms
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IMPLEMENTATION AND ROUNDUP
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Ready for validation?
• Timing– Use or create momentum
• Procedures
• Prepare your selling strategy
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“Selling” your strategy: do’s and don’ts
• Choose your presentation strategy (crescendo vs. big bang)
• Avoid multiple choice• Avoid DIY and ad hoc "bricolage"• Avoid compromises (hard to defend, and even
harder to implement)• Avoid polls and contests (“Democracy kills
creativity”)• Think about package of proposals• Go for the unrefusable• Let your bosses get the credits