Threading the Needle

Amid the COVID-19 pandemic, Corporate Communications is quickly transitioning from Programming to Precision 

Corporate Communications plays a vital role in influencing and maintaining organizational health, setting priorities, establishing a clear direction for strategy execution, managing reputational efficacy, impacting decision-making, telling the business story, and directing competitive positioning.

Under this construct, Corporate Communications’ efforts drive demand for products and services, attract and retain talent, and build comprehension around purpose, mission, and values, thereby enhancing financial valuation, softening barriers to market entry, building critical relationship capital, easing governmental and NGO relations, and nurturing and growing stakeholder trust. Consequently, the Corporate Communications function spans an entire organization while simultaneously being tasked with bridging various agendas, priorities, and egos between and among other functions. This can be a daunting task for any Corporate Communications team, whether housed in a large, medium or small organization.

And now COVID-19 and the current racial unrest occurring worldwide are changing the purpose and effectiveness of Corporate Communications. Social awareness is high, cultural nuance is more acute, competition is intense, consolidation continues, media has become fragmented, customer skepticism is rising, and information dissemination is happening faster than ever. Against this backdrop, an individual’s belief in a company or institution is likely to decline. A corporation’s ability to present a sustainable, meaningful and authentic corporate reputation to consumers, customers, employees, shareholders, and other key stakeholders is critical. In the fiercely competitive global marketplace, marketing products, services, or consumer-facing brands alone is insufficient. Stakeholders, particularly customers and employees, want and need to know about the company behind the brand, including how it connects to the greater whole.

Organizations are migrating their Corporate Communications function from a programming mindset to a precision focus on building stronger relationships with individual groups and positioning messages to cater to their specific needs and/or interests. This is a direct result of the COVID-19 pandemic and the use of analytics to assess the situation as a means to address stakeholder concerns and needs better. One way to increase involvement with stakeholders is to utilize the plethora of data tools and platforms available today to unearth insights and translate them into supportive actions, decisions, attitudes, behaviors, and positive word of mouth. 

For example, employees want to work for companies that “promote trust,” “empower,” and “inspire pride.” Given that, Corporate Communications should discern information, including contextual needs, for employees to understand and perform at a level necessary for success. From a customer standpoint, corporate relevance is critical to believing in and interacting with the company, products, and services at a brand or business level in a manner that makes sense to that customer. It signifies that the company behind the brand is doing the right thing from an ethical, moral, and operating standpoint. Given the social nature of business, communication should be tailored to reach individuals, not masses.

 Critical Path for Corporate Communications – Uncovering the Machinations of Stakeholder Behavior, Preference

Over the last several months, W2O has uncovered a number of important and consistent themes regarding how the Corporate Communications function can best optimize its efforts to deliver stronger ROI to its organization as we enter the next phase of the pandemic.

The major truth to better aligning Corporate Communications with company performance lies in ensuring that this function is well-defined internally, specifically as it relates to realizing that its mission has organizational connectors.

All organizations should constantly strive to make Corporate Communications a fully realized and integrated function. This can be difficult to achieve as it demands relatively universal organizational support. The hallmark of a successful Corporate Communications function is the team’s transition from simply occupying a “serving” role to that of “leading.”

This entails having a say in wider organizational decision-making and the clout to dictate strategy. To accomplish this, Corporate Communications must work to become a proactive catalyst, assert its own priorities, and leverage new technologies (such as analytics) to inform decisions. When Corporate Communications embraces these roles, it is more likely to result in substantial ROI, a more engaged workforce, and a leaner and more dynamic function. With this approach, Corporate Communications must have a deep understanding of employee and leadership opinion, brand narrative, current strategy, and a vision for the future. The result is a de-emphasis on programming and outbound activity and a concentrated focus on information gathering and insight to direct relationship-building.                                                        

What Are You Chasing? Undoing Programs for Stronger Connections 

For organizational communications professionals, the answer to “what are you chasing?” is a critical element in securing a viable solution to myriad workforce realities. The subtle but deadly outcome for not determining the specific goal or state you are aiming to accomplish is chasing symptoms that give the illusion of achievement through activity. 

Following are some of the ways Corporate Communications can transition its purpose and effectiveness to reflect the new reality: 

  • Start with Strategy

 If an organization’s Corporate Communications strategy and function are not directed toward the business strategy, then it is not of any value – period.

  • Find the White Space

An important area to explore via analytics is where the organization has the best chance to succeed. The strategy and tactics developed must elicit specific outcomes, or your approach needs to be rethought. 

  • Uncover the Nuance

Find out what’s behind stakeholder perceptions, concerns, interests, actions. Determine if there is an impetus for certain behaviors.

  • Precision is Realism

Precision is at the heart of addressing the ultimate goal or cause of your effort. Analytics now affords the opportunity to focus, clearly comprehending the priority at hand and establishing a reality check.

  • People (Behavior), Process, Perception

Bottom line: what you are chasing tends to fall in one of these three areas. Either you’re trying to change behavior (purchase a product, gain a new skill), improve a process (streamline customer service), or perception (reputation, brand).

In the end, “What are you chasing?” is about ensuring that the means lead you to the end result.

So, before you finalize your next program, ask yourself exactly what it is you’re chasing….you may be surprised!

The new Corporate Communications function consists of three levels:

  1. Insights on employee, customer and influencer behavior (in addition to media)
  2. Comprehension of how brands, products, policies, and leaders are being discussed and shaped
  3. Connection with story drivers inside the company to convey holistic solutions and a clear narrative

In this regard, the Chief Communications Officer’s value is wrapped around a directional view of the organization as opposed to a current state perspective reinforced by tactical activities. The implication is that Corporate Communications is evolving to address the new realities of the organization’s business, reputation management, marketing, and communications in order to be an accepted and trusted advisor and resource. To get there, you must consider several factors:

  • Environment: Comprehending the competitive and customer environment you are operating in
  • Communities and Stakeholders: Company shareholders, customers, community and employees are adjusting to the “new normal,” needing more real-time, high-touch communications
  • Organization: Respecting the management model and organizational structure
  • Positioning: What are your market positioning and communications challenges? What is your trajectory for growth/loss?
  • Operations: Balancing roles that have changed and those that have not
  • Rapid Change: Ongoing change in the market forces the need for new communications practices and procedures, highlighting areas for continuous improvement

COVID-19 has disrupted our lives in myriad ways. But for many professionals and organizations, the pandemic is a time to rethink, recalibrate, and relearn what it takes to provide value in a shifting world. Taking advantage of analytics and data to discern insight and address new expectations is the pathway to a new and better future.                   

In this regard, precision is the new programming. 

 Gary


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Gary Grates
Gary Grates

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