Kogan Page Ltd
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"Our reputation is our most valuable asset".
More and more organizations of all shapes and sizes and in all sectors are saying this, but do they mean it? Are they adopting the right strategies to protect their reputations?
This challenging new title argues that current practices in reputation management are inefficient and flawed. All the investment in crisis management procedures, complex issues management systems and lofty social responsibility commitments is not translating into improved reputations.
Why? The world has changed. Demands are higher. Information can be disseminated at dizzying speed. Social attitudes are changing. The spotlight on corporate performance is more intense. In this changing context, companies have allowed others to set agendas, reshape reputations and deepen the corporate crisis of confidence.
Drawing on a diverse and global range of topical case studies and examples, this ground-breaking book is both a call to action for senior executives and a practical guide to successful reputation management. It encourages companies to change the way they prepare for and manage crises, wrest back control of key issues and change the terms of debate on social responsibility. By adopting these new strategies, companies can gain control of what they increasingly recognize as their most valuable assets: their reputations.
New Strategies for Reputation Management challenges current orthodoxies in reputation management and urges business leaders to adopt a radical new approach to crisis management, issues management and social responsibility.
The author argues that the received wisdom on reputation management is inadequate for the challenges presented by changing external realities. In a world where issues are global, trust in companies is declining and everyone plays the 'blame game', corporate strategies of quiet engagement are failing.
Reputation specialist Andrew Griffin leads the way into a new era of reputation management. Criticizing defensive and piecemeal approaches, he urges companies to change the way they prepare for and manage crises, be confident and assertive in issues management and lead the terms of debate on social responsibility. Including a wide range of global case studies, this compelling book is a ground-breaking guide to successful corporate reputation management in a changing and often hostile world.
About The Author
Andrew Griffin is a corporate reputation specialist. He advises some of the world's leading companies and most trusted brands on crisis management, issues management and corporate citizenship. Andrew is managing director of Regester Larkin, the international reputation risk management consultancy which is credited with pioneering best practice systems across all sectors in this specialist discipline.
Table of Contents
Reputation management today
Aspects of managing reputation risk
Reputation management: some company caricatures
The corporation under fire
The world is freer and smaller
It is a world of fear
It is a world of information
Individuals are empowered
NGOs are empowered
Governments remain powerful, whilst corporate power is waning
Regaining the reputation initiative
Changing the corporate mindset
Putting reputation at the heart of the business
Redrawing the corporate stakeholder map and engagement plan
Crisis management - leadership in a tried and tested system
Crisis management - easy in theory
Crisis management is about substance, not spin
You're not alone
Prepare your people as well as your process
Practice makes perfect
Leadership is the key differentiator
Crisis management - an action plan for change
Issues management - shaping the agenda
Issues management - difficult in theory
Categorizing and prioritizing issues
Issues management is as important as crisis management, but requires different skills and tools
Local issues can now have global consequences
Issues management is about agenda control
Global issues need (uncharacteristic) long-term thinking
Social responsibility - your initiatives on your initiative
What is CSR?
CSR is about business, but not controlled by business
CSR does not shield companies from reputation risk
CSR reports are a waste of time and trees
The concept of corporate citizenship is more helpful than that of CSR
Performance matters more
Turning the corner - the corporation on the couch
Notes from the psychologist's couch
Follow change or make change?
Leading change in reputation management