Mastering Corporate Communication: A Modern Guidebook for Future-fit Strategies, Tools and Skills (Future of Business and Finance)

"Mastering Corporate Communication" is a comprehensive guide designed to assist communication professionals in navigating the new world of stakeholder capitalism. With the rise of new media, corporate responsibility demands and the constant battle for attention, professionals are faced with an array of challenges. The book offers an overview of relevant theories and techniques to help professionals master the new reality of corporate communication. It provides a rare glimpse into the corporate machine room of a global company, offering valuable insights and inspiration to communication professionals. Leading professors from all around the world share their insights and advice, giving readers an opportunity to develop excellent corporate communication skills. The competitive environment requires a new mindset and a necessary agility, and this guide is the perfect resource to help communication professionals thrive in this ever-evolving landscape. With "Mastering Corporate Communication" students and professionals can find inspiration in effective approaches to communication challenges and ways to develop essential tools and competencies to succeed in their careers. Contents 1: Introduction 2: Strategic Organisational Communication in a New Era 2.1 Strategic Anchoring as a Foundation 2.2 The Multiple Roles of the Professional Communicator 2.3 Organisational Anchoring 2.4 Situational Anchoring 2.5 Case 1. In Maersk’s Communicative Engine Room 2.5.1 A Changing Communications Function 2.5.2 The DNA of a Communicator at Maersk 2.5.3 The Viral Maersk Shoes 2.5.4 Relational Work of Strategic Producers 2.5.5 A Communicative Quantum Leap in Progress 2.6 Interview. With Symmetry as a Goal 2.6.1 Organisational Positioning Needed 2.6.2 It Took a War 2.6.3 Essential Receptiveness 2.6.4 Be Curious and Inquiring References 3: Credibility and Trust as a Field of Work 3.1 Trust Can Be (Re)Won 3.2 Elements of Credibility 3.3 Trust Is Challenged 3.4 Case 2. When Credibility Is Challenged 3.4.1 The Ethical Commitment Was Clear 3.4.2 The First Communicative Handling 3.4.3 Long-Term Preventive Organisational Work 3.5 Interview. Watch Closely! 3.5.1 Be the Credibility Sheriff in Your Organisation 3.5.2 A Historical View of the World 3.5.3 Create Joint Action 3.5.4 Train Your Observation Skills 3.5.5 Mind Your Own Ethics References 4: Corporate Citizenship in a Changing World 4.1 Build Social Licence to Operate 4.2 A Strong Purpose as a Starting Point 4.3 Positioning Potentials in a Changing Media Landscape 4.4 With the CEO as a Cross-Platform Channel 4.5 The Practical Work of CEO Activism 4.6 Case 3. With New Fuel in Sight 4.6.1 Action Behind the Ambitions 4.6.2 ‘Maersk Channel’ 4.7 Interview. Be a Stakeholder Capitalist 4.7.1 The Meaning of It All 4.7.2 Credibility Is the Core 4.7.3 From Shareholders to Stakeholders 4.7.4 Communication in a Changed World 4.7.5 Communication Drives the Work References 5: Communication Must Create Contact 5.1 Mental Shortcuts as a Tool 5.2 Changing Criteria for Selecting Content 5.3 Cross-Cutting Story Universes 5.4 Communication in Dialogue with Stakeholders 5.5 Training Others for Contact 5.6 Communication in Contact 5.7 Case 4. In Touch with the World 5.7.1 Catch the Eye 5.7.2 Eye-Catching Infographics and Facts 5.7.3 A Step Forward as a ‘Thought Leader’ in a New Field 5.7.4 Training Managers with Sharp Data from Students 5.7.5 Guerrilla Journalism at Eye Level with Stakeholders 5.8 Interview. Have High Ethical Standards and Take Note! 5.8.1 Create Solid Credibility 5.8.2 Social Media Are Not a Channel 5.8.3 Listen Very Carefully 5.8.4 The Visual Turn References 6: The Data-Driven Communicator 6.1 Data-Driven Stakeholder Knowledge 6.2 A Measurable Basis for Communication Work 6.3 The Theoretical Basis for Evaluation 6.4 An Agile Evaluation Model 6.5 AMEC Recommendations for Measurement in Practice 6.6 When an Audit Is the Ambition 6.7 Data as Driver, Feedback and Mandate 6.8 Case 5. Being Data-Driven Must Be Useful 6.8.1 KPIs as Direction and Motivation 6.8.2 ‘Social Listening’ on Social Media 6.8.3 Data-Driven Processes 6.8.4 Data Related to Events 6.8.5 Data in Channel Work 6.8.6 A Data-Driven Future 6.9 Interview. Choose Communication! 6.9.1 Drop the Recipients – and Rethink ‘Audiences’ 6.9.2 Learning Is Essential 6.9.3 Lift the Heavy Weights 6.9.4 Interpret Data Wisely: Even on the Move 6.9.5 Skills of the Future References 7: Internal Stakeholders in Focus 7.1 Communication with Internal Stakeholders 7.2 The Culture of Communication as a Field of Work 7.3 The Organisation’s Communication Infrastructure 7.4 The Strategy as an Anchor in Internal Communication 7.5 Case 6. A Shoe Ready to Make Its Mark 7.5.1 A Visual Framework for the Strategic Narrative 7.5.2 Virtual Leaders’ Meeting as a Kickoff 7.5.3 Continuous Strategic Communication 7.5.4 Keeping Your Nose to the Grindstone 7.6 Interview. With the Individual as Key 7.6.1 Forget About the Suggestion Box in the Corner 7.6.2 Strategic Acumen and Communication Skills Are Not Enough 7.6.3 Listen, Interpret and Understand 7.6.4 The Internal Communication Elements 7.6.5 Not Cosmetic, but Necessary References 8: Facilitating Change 8.1 Linear Perspectives of Change 8.2 The Agile Change 8.3 The Human Factor 8.4 Facilitator of Change 8.5 Case 7. Orchestrating Effective Changes 8.5.1 The Right Mandate for the Communicator 8.5.2 An Analytical Starting Point 8.5.3 A Unifying Growth Narrative 8.5.4 An Advanced Channel Mix 8.5.5 Data-Driven Change 8.5.6 Integration Continues 8.6 Interview. Involvement Is Key 8.6.1 Step into the Change 8.6.2 Away from the Campaign Trail 8.6.3 We Must Not Fear Authenticity 8.6.4 Psychological Safety as a Foundation References 9: When the Crisis Is Triggered 9.1 Risks and Crisis Types 9.2 The Strategic Crisis Communicator 9.3 The Rhetorical Arena 9.4 Response Strategies in Crises 9.5 Proactive Crisis Management: ‘Stealing Thunder’ 9.6 The Internal Stakeholder in Times of Crisis 9.7 Crisis Awareness of the Professional Communicator 9.8 Case 8. Global Balancing Act in Times of Crisis 9.8.1 One Step Forward 9.8.2 The Internal Balancing Act 9.8.3 With Facts at the Core 9.9 Interview. Keep Focus on Those Affected! 9.9.1 Digital Change: And Yet Not 9.9.2 The Hierarchical Fallacy 9.9.3 Intuitive Decisions Guided by Strategy 9.9.4 Nothing Like a Good Crisis ... References 10: Skills of the Future 10.1 From the Point of View of the Communication Industry 10.2 Prioritised Skills Development 10.3 Case 9. Future Skills at Maersk 10.3.1 Strategic Producer Academy 10.3.2 A Stradivarius in Play 10.3.3 Quality in Production 10.3.4 To Be Continued 10.4 Interview. You Must Link Knowledge, Skills and Personality 10.4.1 Listen Actively 10.4.2 Crack the Data Code 10.4.3 Drop the Technology Dazzle 10.4.4 Develop Your Understanding of People 10.4.5 Look Inwards References