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The Role of Corporate Communications in Strategic
Management
Professor Leif ÅbergUniversity of Helsinki,
Department of CommunicationAmsterdam, April 1999
Elements
The Functions of Corporate Communications
Corporate Communications and Strategic Management
Communication and Change
”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
It is about directing the resourcesto direct, there has to be a directionresource= a potential that can be usedcan be used, but is not necessarily used
effectivelya direction, where to? To the future!But future is in the mind of the beholderkey concept: visioning, and sharing a
common vision
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
”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!
Elements, again ...
The Functions of Corporate Communications
Corporate Communications and Strategic Management
Communication and ChangeAberg’s kite
Aberg’s pizza
Rowley’s and Roevens’ model of a ”good chaos”
Totalcommuni-cations
externalmarket-
ing
inter-nalmar-ket-ing
work instruct-ions
inductionto work
induction toorganization
internalPR &scanning
externalPR &
scanning
product/ sercivesprofile & surveys
coprporate/ manager profile & surveys
Externalsocial
networks
Internalgrapevine
Åberg’s Pizza
LEGITI-
MACY
CORPORATE
CULTUREGROUP DYNAM
ICS
INDIVIDUAL DYNAMICS
B
USINESS
IDEA, M
ISSIO
N
STRATEGY
GROUP AND
TEAM G
OALS
TASKS
COMMUNICATION
Åberg’s Kite
MANI-MANI-FESTAT-FESTAT-ION OFION OFVISIONVISION
SCAN-SCAN-NINGNING
COM-COM-MUNI-MUNI-CAT-CAT-INGINGCHAN-CHAN-GEGE
VISION
A dynamic model of organizational change
Revolution: VISION
Evolution: VALUES
Balance
Transformation
Control Chaos
Enhance Perturb
AttractExcite
Task centered change
Robin M. Rowley & Joseph J. Roevens:Organize with Chaos. Lint 1996
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