An “if it ain’t broke” mindset can torpedo efficiency and road-block vital reputation management efforts.
Forward-looking companies are integrating business decision-making with reputation, but too often these responsibilities are siloed off.
“What has often been the challenge for comms in companies is that we are very far downstream. The future of comms is not just being at the table, but building and creating actions that line up to the company’s stated goals and values and ambitions.”
– Chief Communications Officer, Consumer Goods Industry
What we found
- Most of the power to “manage” reputation still resides within comms/marketing/PR without involvement from the business.
- Corporate structures are traditionally siloed, while the stakeholders they engage with are not.
- It’s hard to be nimble and fast when you’re dealing with history, legacy corporate structures and an established way of doing things.
What it means for leaders
- CFOs are emerging as a reputation leader.
- Reputation outcomes must become a “KPI” for the C-Suite to align incentives.
- Those tasked with protecting corporate reputation must have the power to impact or influence business decisions.
- Corporate structures should be designed around the stakeholders they are trying to impact.
Sign up for our latest insights.
