The Global CCO - Corporate Excellence

The Global CCO
Madrid
New York
Washington, D.C.
The Global Chief Communications Officer
ESADE Business School, Madrid
Columbia University, New York
Georgetown University, Washington, D.C.
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The Global CCO
The Global Chief Communications Officer
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The Global CCO is a senior management program designed in partnership by two leading
institutions – ESADE Business School and Corporate Excellence–Centre for Reputation
Leadership. It is focussed on the most critical topics to improve the knowledge and the skills
of the Global Chief Communications Officer (Global CCO). This new position represents the
update of the traditional management communication role by incorporating the public
agenda, the management of intangible assets, and leadership, among others.
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Message from the Program Directors
• What Makes Corporate Communications Officers Successful?
• In a social environment where society expects companies to play a greater role in the management of the
most relevant challenges affecting citizens, the Chief Communications Officer should guarantee that his or
her organisation is conscious of the importance of managing these expectations, and the impact appropriate
management of the agendas shared between business and public administration.
• This program, The Global CCO (The Global Chief Communication Officer), is a unique opportunity for
professionals in charge of communications and management of intangible assets to strengthen their skills
and develop the needed knowledge to successfully confront the new “reputation economy”. In this new
environment, excellent management of reputation, corporate brand, communications, public affairs and
metrics are key skills to success as a Chief Communications Officer. The CCO should help companies and
institutions in the “reputation economy” offering a real vision of the future. This has some implications:
• Consolidate brand and corporate reputation management as essential levers to achieve excellence and
Company differentiation.
• Strengthen brand and reputation as key intangible assets to create strategic competitive advantages.
• Strengthen brand and reputation as key intangible assets and resources in business results and establish the
indicators for their measurement.
• Show the financial return on the company’s intangible assets, and establishing the indicators for their
measurement.
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• Develop a management model based on relationships with stakeholders.
• Contribute to the recovery of trust among people regarding companies and public administrations.
• We have designed an innovative program based on the most recent research carried out by Corporate
Excellence – Centre for Reputation Leadership on “What makes a Chief communications Officer
Excellent” *. The program combines rigour and outstanding academic knowledge with the most advanced
business experiences. It involves a Final Project, THE SOLIDARITY PROJECT where participants are
required to provide some selected NGO´s with a project designed to give solutions to a specific problem.
• It is a program led by ESADE Business School and Corporate Excellence – Centre for Reputation Leadership,
in collaboration with Georgetown University and Columbia University.
Josep M. Oroval
Associated professor at the Department of Marketing Management
– ESADE & Director of the ESADE Brand Institute
Ángel Alloza
CEO – Corporate Excellence –
Centre for Reputation Leadership
* “What Makes a Chief Communications Officer Excellent, a study aimed at elaborating understanding the drivers and nature of excellence Of Chief
Communications Officers”, 2013. Research carried out by CE, directed by Prof. Cees Van Riel, and Drs. Marijke Bauman, RSM Erasmus University.
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The Alliance
GLOBAL POSITIONING
The Global CCO combines the interdisciplinary teaching strengths of Corporate Excellence - Centre for Reputation
Leadership and ESADE Business School.
Corporate Excellence – Centre for Reputation Leadership (CE)
Major Spanish corporations have joined together to launch a center of excellence, the Corporate Excellence Centre for Reputation Leadership (CE), a think tank to promote corporate brand and reputation management as
a strategic driver for business excellence.
Goals:
•To consolidate brand and reputation management as a strategic driver to achieve business excellence.
•To introduce the role of a Chief Communications Officer (CCO) as a strategic role within the company, to add
value to the organization.
•To show the financial return on the company’s intangible assets.
•Creation of strategic alliances in order to support the relevance of reputation, as an essential element of
business management.
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ESADE Business School
With more than half a century of experience, ESADE’s founding imprint reveals an identity that has strongly
inspired the institution’s focus, allowing it to contribute to society in a significant and innovative manner.
Through training, research and social debate, ESADE has contributed, and will continue to contribute to:
•Promoting an open vision of management, involving diverse organizations: companies, public authorities and
non-profits.
•Advancing the process of modernizing the Spanish economy and its successful internationalization over the
last few decades.
•Reinforcing innovation and enterprise, training entrepreneurs capable of implementing innovative and
sustainable business models.
•Teaching and promoting corporate social responsibility, combining the perspective of professional competence
with a vision of leadership as a service and commitment to society.
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The Program
Modular 3 week program
4 days per week
Madrid
ESADE Business
School
New York
Columbia University
Washington, D.C.
Georgetown University
What makes a Chief
Communications Officer
Excellent
Building on Knowledge
Geopolitics.
The role of the Company.
Communication and Starter
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MODULE 1
What makes a Chief Communications
Officer Excellent
The 20 drivers of excellence. How to be part of
the internal dominant coalition. How to lead the
external dominant coalition. How to become
an “agent” of Company’s transformation.
Giving advisory support to the CEO and C-Suite.
Personal capacities, skills and leadership.
Madrid
What makes a Chief Communications Officer Excellent.
The 20 drivers of excellence. The typology of CCO excellence,
4 categories of CCO fitting into the Company’s requirements.
How to be part of the internal dominant coalition.
Building across-function platforms with other C-Suite
directors, supporting organizational stakes in a diplomatic
way.
How to become an agent of change. How to lead and
support large scale organizational change projects. Building
coalitions with business units.
Mastering analytics and metrics related to business
creation. How to measure intangible assets and implement
KPIs in communications, brand and reputation to achieve
strategic goals.
Skills, personality, leadership style. Leadership applied
to participants. Self-knowledge. Both personal and
professional skills and style.
Present and future role and organization chart of the
CRO. New organizational models. Best practices.
Trusted advisory support to the CEO and C-Suite.
Strategists that know the business and its social context.
Protecting and enhancing CEO’s and C-Suite reputation.
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MODULE 2
Building on Knowledge
Communications and Reputation
Management, brand and communications
approaches and trends. Digital marketing and
communications strategies. Media relations,
earned media and new corporate-media
business models.
New York
Communications and reputation management.
Connecting the strategic vision to implementation. How
communications serve as the tool to execute Company’s
business model and corporate strategy. Reputation
measurement, management , value creation and risk
mitigation.
Brand and communications approaches and trends.
The branding process, brand experience, internal
branding. Brand and communications innovation.
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Digital marketing and communications strategies.
From mass communications to customer networks:
rethinking the media paradigm. The journey from
persuasion to advocacy and sharing beliefs and values
with your stakeholders.
Media relations, earned media, and new corporatemedia business models. Every company must think
and deliver like a media company. The radical changing
dynamics of media-corporate partnership.
MODULE 3
Geopolitics. The role of the company.
Communication and Starter
Learning how to read the social and business
context. Understanding geopolitics, lobbying,
business models in order to improve
Company’s overall strategy.
Washington D.C. is the place to be to address
all these aspects.
Washington, D.C.
Learning how to read the social and business
context. The CCO as the “interface” between Company
and Society; the CCO is the “eyes and ears” of the
organization. Connecting Companies with reality, citizens
and regulators expectations.
Communications and lobbying management.
Gathering and bringing to the Company key information
to decrease uncertainty. Deep knowledge about the rules
of key international boddies such as Mercosur, G20,
WTO, World Bank, etc.
Business – Government Relationships. The “nonmarket strategy” and market strategy need to be
managed in a complementary manner. Political economy
-“who influences whom”- . Learning how to speak the
language of politicians and civil servants.
Major issues on public agendas of politicians,
entrepreneurs and international organizations.
Understanding Geopolitics. Learning how to implement
business internationalization processes. Doing business
in emerging countries. Rule of Law. Geopolitical risks and
large corporations.
Political communication as a source of learning
and benchmarking: Communications management in
politics, multilateral organizations and institutions. Story
telling and Corporate Communications Framework.
Building and mantaining relationships with key
stakolders and opinion leaders. Strong sense of
developments in the political environment.
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Solidarity Project
GOALS
• A program aimed at senior professionals in the Communications field cannot simply impart knowledge. It is also
an excellent opportunity to collaborate and share experiences among all participants who work in groups
in a “real” exercise from a different perspective to that of their usual business reality: applying their talent and
experience to a “good cause”.
• This is the philosophy we want to reinforce through the Solidarity Project: to give all participants the opportunity
to implement their knowledge and skills in a case or problem of a real nonprofit organization, working as
consultants in corporate brand strategy and communications for some selected NGOs for the Global CCO Program.
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Special Program Features
• Strengthen professional skills and personal development for the role of communication and reputation
management and advice to senior management.
• Acquire a global perspective and thorough knowledge of social reality and the major challenges facing the
world and help shape the role of business in these global public agendas.
• Develop the knowledge and personal skills to help organizations build sustainable perceived differentiation,
strengthen relationships and align the organization with key stakeholders.
• Reinforce the understanding of how communication, brand and reputation contribute to the continuous
transformation and improvement of organizations; the need to develop metrics to support such contribution.
• Understand the challenges of leadership, the importance of values, responsibility, integrity and ethics.
• Innovate and manage the future of communications. Management of intangible assets: new strategies to
approach stakeholders, new technologies, content, communications framework, storytelling and new way of
relationships with the media (half earned).
• Effectively connect to the CE communications community world wide.
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Participants
Communications, public relations, brand, reputation, public affairs managers and directors who want to
improve their skills for the new role of Chief Communications Officer representing the future of the traditional role
of managing communications and intangible assets in companies and institutions.
Learning Model
DYNAMIC LEARNING
INTERACTION
•Presentation and in-depth conceptual explanation of
the subjects by program faculty.
The key element of this learning model is undoubtedly
the participants themselves. By exchanging experiences,
they enrich the knowledge acquired both in and outside
of the classroom.
•Analysis of examples and real life situations, with
practical application.
•Application of concepts through case studies and
group work.
•Approach to the design and implementation of
strategy as well as the development of a more
competitive approach through several simple models.
•Extensive in-site visits and meetings with selected
Companies, Consultancy Firms and Institutions
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Participant selection, group discussions, and working
lunches are designed to promote dynamic exchange and
knowledge sharing among peers from different functional
areas and business sectors. Participants establish
relationships with other managers and executives who
face similar challenges and, in doing so, create a network
of contacts that lasts well beyond the Program.
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Typical Module Chart
The Global Chief Communications Officer
Module 2 – Columbia Business School: Building on Knowledge
Location: New York City
Monday
Program Overview
The Strategic Communication
Imperative
Reputation Management & Risk
The Corporation’s Responsibility
to Key Constituents
A New Model for Corporate Care
Group Work
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Tuesday
Wednesday
Election 2012: Lessons for
The Branding Process
Communications Practice
Changing Dynamics or MediaBuilding Brand Identity
Corporate Partnership
Break
•Rethinking the Media Paradigm
Customer Experience
•Five Communications
Management
Strategies for Customer
Networks
Lunch
•Developing customer network
Visiting companies
strategies
•Lessons from Brand Failures in
Digital Communications
Break
•Best Practces for Brands on
Social Networks
Innovation in communication
•Digital & the Organization:
Silos, culture, skill sets, and
who leads.
Big Think: Innovative Strategies
Group Work
Thursday
Digital: Measurement & Analytics
Evaluating Emerging
Technologies & Oportunities
Innovative Tools for Reaching
Influences
Leading Participation in Business
& Social Issues
Building Corproate Content
Platforms
The Global CCO Module 3:
Closing session
CONTACTS
ESADE Business School
Ms. Rocío Medina
Product Manager
Mateo Inurria, 25-27
28036 Madrid, Spain
Phone +34 913 597 714
rocio.medina@esade.edu
www.exed.esade.edu
Please note: program, faculty, venue, dates, and fees are subject to change.
ESADE Business School and Corporate Excellence - Centre for Reputation
Leadership also reserve the right to cancel this program if in their view the
circumstances required for its successful completion do not apply.
Corporate Excellence –
Centre for Reputation Leadership
Ms. Saida García
Sagasta, 27 3º izq. B
28004 Madrid, Spain
Phone +34 914 451 818
saida.garcia@corporateexcellence.org
www.corporateexcellence.org
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