Corporate Responsibility

Nurturing the Employee Community

In a broader perspective, corporate responsibility includes not only the community outside but also the human community within the organization. Here again there areRead More…

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Building of the Steel City

Right from its early beginnings it was clear that the mission and the working of the various companies within the Tata group is societal.Read More…

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SARVAM: An Experiment in Integral Community Building

An integral approach to village development which includes the inner growth of people as well as the outer development of the community; with aRead More…

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21st Century Business Responsibilities

Alarm bells in 2008 have warned that twentieth century ideologies and institutions cannot meet twenty-first century demands for business responsibility. AS 2009 wound down,Read More…

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One thought on “Corporate Responsibility

  1. Comment from Emilio Galli-Zugaro:You ask How do communicators help CEOs dniefe and lead these new organizations? This question shows a top-down idea of an organization which to me is only credible when it is an entrepreneurial organization owned by the CEO. But in stock-listed companies, for example, I would start to question this approach. The CEO is strong if he is the mouthpiece and catalyst of all stakeholder interests. Therefore the communicators role should not be limited to the CEO. I would substitute the word CEO with the word leadership of the company .On organizational character: the role of communicators could be dniefed as an ombudsman for the stakeholders, of which for simplicity’s sake I only use four (employees, customers, shareholders, society at large). I believe that a corporation derives a sustainable licence to operate from its value proposition to its four stakeholders. This value proposition should trascend the gilded-framed Corporate Value lists or the Strategy, Vision, Mission Statement and all this nice stuff. The value proposition means there is a measurable, transparent promise to each stakeholder arising from the profit-driven business purpose of the company. This promise should be explicit, its success (or lack of) should be measured with real KPIs, every leader (not only the CEO!) should have clear, measurable, accountable targets with respective KPIs that address all four stakeholders. The communicators in such an organization should then be the guardians of consistency between the promises to stakeholders, the stakeholders’ expectations (here we come to the importance of listening) and the delivery on these promises. Or, in one term: The Ombudsman of Stakeholders.Creating a culture of listening and engagement: there has to be a two-prongued approach. On one hand communicators should (in their role of Ombudsman of Employees -one of the four stakeholders) make sure there is consistency in HR practices with the identification of listening as an important skill for employees and leaders. Therefore check whether Recruiting, Talent Development and Performance Measurement as core practices of HR consider listening abilities as a core element for new hires, developing empathy as a core element for development etc etc. The second part is what I call the Indipendent Litmus Tests. Communicators have the unpleasant role to always come up with the mirror of neutral and objective intelligence and monitoring on the stakeholders’ sentiments (whether through social media dialogue, traditional market research, media analysis, stakeholder surveys, etc etc). That’s the Independent Litmus Test.Personal, organizational and professional responsibility: there is one core responsibility that -in my eyes- sums up the three categories. The communicator’s responsibility is the credibility of the corporation. He’s the ultimate personal, professional and organizational gatekeeper of credibility of an organization. How it deals with mistakes, failures, successes etc.Every communicator who signs the Melbourne Mandate and be asked what the hell the responsibility of a communiucator is, should answer: My Responsibility is Credibility.

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