Index

Advocacy, 81–82

Aspire team, 150

“Audience of one” concept, 113–114

Authentic stakeholder engagement, 87–89

Authoritarian cultures, 63–65

Balmer, J.M.T., 55

Berle, A., 73

Big data, 125

CHRO partnering, 130–131

CMO partnering, 131–132

enterprise goals and objectives, 130

mining data, 132–133

predictive models, 130

Block E.M., 93

Brand identity, 58

2015 Brands2Life/PR Week Annual Communication Directors survey, 28

Brewing a Better World (BaBW) approach, 31

Broom, G.M., 153

Burson, H., 93

Business acumen, 146

Business for Social Responsibility (BSR), 4

Business landscape

clean water, 14–16

climate change, 16–17

corporate character, 5–6

health care, 13–14

primacy of stakeholders, 4–5

social purpose, 5–6

societal changes, 9–13

technology, 6–9

transparency, 3–4

Capital One’s Reputation Risk Management Program, 110–113

Carbon Disclosure Project (CDP), 74

Chief communication officer (CCO)

audience of one concept, 113–114

conscience counselor, 25

credibility

CEO, 114–115

securing, 115

strategic outlook, 115–117

C-Suite

annual investor day, 119–120

audience of one concept, 118

built-in collaboration requirements, 118

business issues, 118

follow-up meetings, 119

Harrison’s view, 117

Jim Spangler’s Integration Across Navistar’s Enterprise, 120–121

profit and loss responsibility, 118

cultivate and disseminate talent, 26

digital engagement system (see Digital engagement system)

effective strategic communication, 22

enterprise strategy, 30–33

governments and NGOs, 157

integration and collaboration

CEO relationships, 28

chief information officer, 28

consistency challenges, 27

C-Suite functions, 27

modern communication function, 27

outside-in approach, 27

structural approach, 28–29

macro/socioeconomic and geopolitical events, 30

new CCO (see also Modern chief communication officer)

Capital One’s CCO, 110–113

integrator responsibility, 109

Johnson’s observation, 110

One-Company culture, 23

Page Model of Enterprise Communication, 23

stakeholder advocacy, 25

Chief executive officers (CEOs)

communications function, 22

global economic challenges, 2

Chief Human Resources Officer (CHRO), 28

Chief information officer (CIO), 28

Clean water

cost and economic impact, 15

water risk types, 15

water scarcity, 16

Climate change, 16–17

Climate Vulnerability Monitor, 16

Collaboration, 144

Communication skills

corporate positioning, 141

crisis management, 143

effective writing and presenting, 141

enterprise corporate function, 141

internal communication, 142

issues and crisis management, 142

social media, 141

strategic media relations, 142

Compassion, 145

Conscience counselor, 25

Corporate character, 5–6, 40

core values, 60

enterprise culture

authoritarian cultures, 63–65

communication climates, 64

factors creating, 63

institutionalization, 67–69

leadership, 65

orienting, 66–67

participative cultures, 64

sustaining, 69–70

enterprise mission and vision, 58–60

ethical reasoning

enterprise corporate conscience, 62–63

individual vs. corporate ethics, 61

levels of, 61

ethical responsibility and rectitude, 54

identity, 54–56

stakeholder engagement

advocacy, 86–87

broader span of control, 84

business outcomes, 84

clear and compelling character, 83–84

data-driven process, 84

inside-out approach, 85

leadership and ownership, 87

partnerships, 85–86

values and culture, 53

Corporate communication

conduct and values, 24

corporate crisis management, 20

enterprise strategy, 23–24

Garrett’s public relations, 20

Page Society’s mission, 21

Page’s public relations, 20

public relations, 19

role of, 21–22

Walmart’s “Save Money, Live Better,” 24

Corporate positioning, 141

Corporate social responsibility (CSR), 24

Counselor, 91

Data, 127

Digital engagement system (DES)

big data, 130–133

business case for, 135–137

content, 127–128

data, 127

definition, 126

fundamentals, 134–135

marketing, 126

people, 128–129

social engagement, 133–134

“systems” approach, 137

technology, 128

Diversity

age, 10

gender equality, 10

LGBTQ community, 11

measure and inclusion, 9–10

race, 11

religion, 11–12

workforce, 9–10

Dutton, J.E., 55

Earned media, 76

Effective communicator, 92

Engagement models, 123–124

Enterprise, 1

Enterprise corporate conscience, 62–63

Enterprise culture

authoritarian cultures, 63–65

communication climates, 64

factors creating, 63

institutionalization, 67–69

leadership, 65

orienting, 66–67

participative cultures, 64

sustaining, 69–70

Enterprise mission and vision, 58–60

Environmental Policy Act, 42

Ethical reasoning

enterprise corporate conscience, 62–63

individual vs. corporate ethics, 61

levels of, 61

ExxonMobil, 100

Fernandez, M., 26

Fombrun, C.J., 55

Foundational CCO role, 156

Burson’s public relation, 93–94

counselor, 91

Cutlip’s view, 94

diversity, 104–105

effective communicator, 92

digital channels, 99

GE’s digital-industrial transformation, 100–101

McCarron’s note, 100

Garrett’s work, 92–93

Griese’s work, 93

new organization building, 101–104

Page Principles, 93

stakeholder relationship building, 94

steward of enterprise reputation, 91–92

enterprise brand-building, 98

McGinnis’s reputation, 98–99

Page Model of Enterprise Communication, 97

reputation stewardship, 97–98

strategic decisions, 97

strategic business leader, 91

Chevron, 96

C-Suite, 96

Ford Motor Company, 96–97

senior communications executives, 95

traditional and social media, 95

Gadiesh, O., 23

Garrett, P., 20, 92

Gender equality, 10

General motor communication change model, 102–104

Global Reporting Initiative (GRI), 74

Grey ceiling, 10

Greyser, S.A., 40, 55

Griese, N.L., 93

Harrison, B., 117

Health care, 13–14

He, H., 55

Human needs and rights, 2

Hunt, T., 75

Identity

attributes, 55

competitive performance, 55

with reputation, 55

United Services Automobile Association, 55–57

Interactive communications, 22

Interpersonal skills

change-related skills, 144

collaboration, 144

compassion, 145

inspiring and motivating others, 145

listening, 143–144

mentoring and coaching, 145

Issues and crisis management, 142

Jeffrey, N., 75

Johnson, L., 110

Large data, 125

Laurie, M., 43

Leadership, 65

Lesbian, gay, bisexual, transgender, and queer (LGBTQ), 11

Management/leadership skills

business acumen, 146

corporate character management, 146–147

courageous counsel, 147

leadership, 147

problem solving, 146

running effective teams, 147

strategic business thinking, 146

Mission statements, 58

Mobile device, 7

Modern chief communication officer

Andeavor communication function

Aspire team, 150

Goff’s approach, 148–149

shared vision, 149–150

team and business alignment, 149

CCO’s tools, 139

communication skills, 141–143

enterprise identity, 155

interpersonal skills, 143–145

legacy skills, 140

management/leadership skills, 146–147

Page model, 154

shared vision, 149–150

skills and capabilities, 140–141

social and digital platforms, 140

Mukherjee, A., 55

One-Company culture, 23

“One voice” process, 121

Openness revolution, 3

Outside-in approach, 27

Owned media, 76

Page Model of Enterprise Communication, 23

Participative cultures, 64

Penner, W.J., 55

Physical risks, water, 15

Proactive communications, 22

Push messaging, 123

Push–pull strategy, 76

Race, 11

Reactive communications, 21

Regulatory risks, water, 15

Religion, 11–12

Reputational risks, water, 15

Reputation stewardship, 97–98

Responsible Care program, 42

Ripple intelligence, 2

Seeger, M.W., 61

Sheffer, G., 26, 101–101

Sims, R.R., 61, 62

Smartphone, 7

Social media, 76, 124–125

Social purpose, 5–6

Software, 7

Spangler, J., 113

Stakeholder, 2

Stakeholder advocacy, 25

Stakeholder engagement

Arthur W. Page Society Report, 71–72

authentic engagement, 87–89

Carbon Disclosure Project, 74

corporate character

advocacy, 86–87

broader span of control, 84

business outcomes, 84

clear and compelling character, 83–84

data-driven process, 84

inside-out approach, 85

leadership and ownership, 87

partnerships, 85–86

definition, 74–76

Deloitte 2008 report, 76

enterprise brands and reputation, 72

Global Reporting Initiative, 74

Lundbeck’s Collaborative Dialogue, 77–83

nongovernmental organizations, 74

post-World War II era, 73

USC Annenberg 2016 Global Communications Report, 76

Status epilepticus (SE), 79

Steward of enterprise reputation, 91–92

Strategic business leader, 91

Strategic business thinking, 146

Strategic media relations, 142

Sustainability, 16–17

Tesoro Corporation, 148

The Authentic Enterprise, 21

Tierney, J., 41

Transparency, 3–4

Trevino, L.K., 62

Trust imperative

authentic behavior, 52

communication expectations, 51

corporate authenticity

communication-based program, 40

corporate character, 40

defensive situations, 39

enterprise credibility, 40

evidence-based substantive support, 40

positive reputation, 39

promise-performance gap, 39

reputation-intensive situations, 39

substance, 39–40

Edelman Trust Barometer

Great Recession, 38

income inequality, 36–37

positive findings, 37–38

“Unicorn” companies, 37

external stakeholders, 51

general motors ignition switch controversy, 45–50

millennials, 51–52

Page principles, 50–51

sustainability communication

enterprise green economics, 43

enterprise/public issues, 42

enterprise responsibilities, 41

Environmental Policy Act, 42

green/sustainability, 42

mutual gains rule of conflict resolution, 44

sustainable development principles, 44–45

Toshiba, 36

Valeant Pharmaceuticals, 35

Volkswagen, 35

Two-way symmetric communication, 76

United Nations Industrial Development Organization (UNIDO), 32, 33

United Services Automobile Association (USAA), 55–57, 66–67

Vision of enterprise, 58

Walmart’s “Save Money, Live Better,” 24

Welch, J., 28