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Companies that continue to take a tactical, short-term approach to communicating with key constituencies will find it increasingly difficult to compete.
Many companies take a tactical, short-term approach to communicating with key constituencies, which is not only nonstrategic but may be inconsistent with the corporate strategy or even impede it. We define strategic communication as communication aligned with the company’s overall strategy, to enhance its strategic positioning.
The authors would like to thank the National Investor Relations Institute’s Center for Strategic Communication for support of our research. Managing Tensions Between New and Existing Business ModelsStaying competitive may mean changing your business model — but watch out for internal tensions. How Boards Botch CEO SuccessionResearch finds three key reasons boards fail at CEO succession planning.
Digital Health Care: The Patient Will See You NowDigital technology is empowering patients to participate in developing their own treatment plans. David Bresch, Head of Sustainability at Swiss Re, discusses the reinsurer’s approach to climate change. A few weeks ago, I facilitated a communications workshop for the Challenge Program on Water and Food (CPWF), a research program from the CGIAR, the global partnership of nonprofit agricultural research centers. We locked ourselves up for a week, to realign the organisation’s key communications messages and tools, and to integrate an online communications strategy, as a key component of a strategic communication approach. While this case study is, of course, geared to the work of CPWF, the process we followed can be used in many other cases. The CGIAR Challenge Program on Water and Food (CPWF) kindly allowed me to use examples and extracts from our communications strategy workshop. With a sincere thanks to the CPWF staff in the workshop: Alain Vidal, Amanda Harding, Tonya Schultz, Michael Victor and Ilse Pukinskis. Michael and Ilse also contributed large parts to this post and were crucial in the success of the workshop. For the time being, you can print it with one of the social icons at the bottom of the post, though.
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Mary C DeBattista on Enabled your Twitter Activity Dashboard yet?:Only sometimes can I see "view tweet activity" on my page.
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The responsibility to communicate research has not changed since the Morrill Act passed in 1862, but the methods have. At the 2012 K-State Research and Extension Annual Conference, we unveiled a three-part session to introduce experiment station researchers and extension educators to communication strategy basics. The hope is land-grant communicators will be equipped with communication strategies for their individual plans of work. This blog will provide us the opportunity to share resources and continue the conversation on strategic communication basics with land-grant communicators. This entry was posted in Social Media, Uncategorized and tagged communication channels, Extension educators, land-grant, research communications, social media, target audiences. This is a summary of contributions by participants in three rounds of Knowledge Café discussions at KM World on November 5 2015, and facilitated by Patrick Lambe.
Here’s our latest infographic poster (formatted for A2 printing) on our knowledge audit process. The challenge in information environments is to get complete, accurate and consistent metadata applied to information and data resources.
Here are some startup materials if you’re worrried about knowledge retention, rapid expertise turnover, soon-to-retire experienced staff, or anticipated expertise gaps.

And here is a short guide to getting started with an expertise knowledge audit, to help you figure out where the critical (and vulnerable) areas of expertise and experience are. This concept map catalogues all the elements of a KM communications strategy that we’ve found useful, with some ideas for messages, media and audiences. We always recommend to our clients who are developing or revising their information and knowledge management related policies to go out and look for examples of good practice on the internet.
Some months back one of our clients came back to us to say they were developing an information sharing policy and hadn’t been able to find any such examples. It’s also written very formally to express what needs to happen from an organisational point of view. I would like to acknowledge the help of Mark Gould, Mark Schenk, Jack Vinson, Alan Dyer, Neil Olonoff, Stephen Bounds, Nigel Phillips, Matt Moore, Patti Anklam, Marita Keenan, Peter Hobby, Mark Rogers and Christopher Zielinksi who all made suggestions or contributed samples via the actKM Forum in June 2007, and Dave Pollard, whose June 2005 post on corporate blogging policy I found both practical and inspiring. I’ve always been wary of KPIs in knowledge management, because they appeal to a tangible measurement mindset that is easily distracted from the intangible and hard-to-pin down outcomes of KM efforts. The paper is in three sections: the first sets out some guidelines for how to use KPIs smartly. It’s often difficult to approach KM in any large scale way in an organisation without bumping into the policy infrastructure. Developing an integrated, strategic approach to communications will be critical to success.
Top consulting companies have employed countless MBAs to develop strategy for their clients.
Argenti is professor of corporate communication at the Tuck School of Business, Dartmouth College.Robert A. I published them in their raw format which doesn’t necessarily reflect the final and approved versions. For my easy of reading through, do you have like a pdf file of this content which I can print and read offline? We are left trying to determine the best way to reach our audiences and advance our legacy. We identified appropriate short-form, medium-form, and long-form communications, with examples from successful organizational communicators. We’d like to thank the 25 KM professionals who shared their challenges, experience and advice so generously.
In this article co-authored with Maish Nichani we share strategies to collect metadata that lower the reliance on people in supplying metadata. This is a 30 minute video showing key parts from an October 2007 workshop on how to put together a plan for an expert knowledge transfer programme. There are lots of them out there, especially in public sector organisations hailing from Canada, Australia and the UK.
On searching for exemplars myself, including via the actKM public forum, I realised that there is very little concrete and specific guidance on knowledge and information sharing behaviours – which is strange, I find. I wouldn’t recommend this as the communication form of the document for ordinary members of staff! And changes or spikes in activity or output trends can signal a need to investigate deeper.
The second section gives ideas for sample sets of KPIs covering KM activities and tools as diverse as communities of practice, KM roles, and use of wikis and blogs.
The organisation will need to make decisions and give clear guidance about how knowledge and information sharing is to be balanced with information security, for example. Academics at top business schools have spent their careers developing frameworks explaining how to develop better strategies for top companies. To research the concept that strategic communication is inextricably linked to corporate strategy, we asked these executives about their communications strategies and tactics.

A recent study by the Brookings Institution showed that in 1978, 20% of corporate value was attributable to intangible assets, whereas in 1998 that had increased to 80%. Howell is a distinguished visiting professor of business administration at the Tuck School of Business.Karen A.
So concise that I wanted to make it into a presentation and I ended up copy-pasting almost everything. Flemish, aid worker, blogger, expeditioner, sailor, traveler, husband, father, friend, nutcase. Extension educators face challenges every day to inform and educate a variety of target audiences as communication channels change and devices proliferate. These forms included both traditional and contemporary communication methods, with examples of different strategies — from news releases and publications to Twitter and blogs — for communicating a timely issue.
We cannot completely remove people from the equation but we can prevent them from doing additional work, and focus the role of people on the value added metadata that machines and environment cannot automatically supply.
With Marita Keenan last year, I co-authored a guide to knowledge and information management policy development.
The examples will give you good ideas, and if you look at a few you’ll get a sense of all the different factors to consider.
Most of the material out there is either issuing generic feel-good statements saying that sharing is good and a policy should be developed, or stipulating the conditions in which information should not be shared ie as a disguised information security policy. I have written the document as if it is part of a suite of sub-policies sitting under a generic knowledge and information management policy and using a formal policy template (see the guide Marita and I wrote for an example of what I mean). So if you take the KPIs with a big pinch of salt and remember you always have to interpret them, they can be a perfectly legitimate tool.
The requirements for a knowledge sharing system, including taxonomy and metadata requirements, will need to be balanced with the need to manage records according to legislative and regulatory requirements. However, only a handful of academics and a cadre of tactical consultants, primarily at public relations companies, have struggled with strategy implementation in the area where it matters most: its communication to a set of varied constituents.
However, the dearth of both academic and practitioner emphasis on the strategic nature of communications, coupled with recent legal and regulatory responses to corporate scandals (such as enactment of Regulation Fair Disclosure and the Sarbanes-Oxley Act of 2002), has created a strategic communication imperative — an increasingly urgent need for executives to ensure that their communications practices contribute directly to corporate strategy implementation. The research not only indicates the drivers, best practices and lessons of strategic communication, but it also suggests that when companies take a strategic approach to communication, communication becomes integral to the formulation and implementation of strategy.
Incorporating new communication tools into our everyday work may be seen as overwhelming rather than an opportunity to streamline and repurpose traditional communication methods. Ie, this is not a complete Knowledge and Information Management Policy – it just relates to sharing of information and knowledge.
A last reminder: the policy alone does not remove the need for active interventions to change a culture positively!
The document is in Word format so you can cut and paste whatever takes your fancy (please acknowledge your source). Knowledge, information and records form a continuum that needs to be managed holistically, and an integrated policy framework helps to support this. A last word of caution: if you take the whole set of KPIs in this document, you’re taking too many! In this paper by Patrick Lambe and Marita Keenan we spell out a framework and process for information and records management policy development, in support of knowledge management goals.

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