It is true that the world has become more complex, fragmented and fast paced this decade with 24/7 news, nonstop social media and consumer and political activism in every corner of the world. Everyone is bombarded with information from all angles. It can be extremely challenging to get the clarity needed to make the right corporate decisions. Who should you pay attention to? Where are your risks? Where should you invest? In order to combat this new reality, leading organisations have gone the opposite way. Instead of building a research system, or taking on direct responsibility for all stakeholders and touch points, they are focusing on building the skills and the structure for leaders throughout the organisation to use.

From studying the global members of the Reputation Leaders Network, we have identified four key competencies needed to proactively manage corporate reputation and gain competitive advantage: (i) business rationale – the competency to define the business case from stakeholder perception and link it to the vision and values of the company; (ii) intelligence and strategy – the competency to analyse big data and link perception research to business strategy; (iii) management and accountability – the competency to be the facilitator to the organisation and generate accountability for stakeholder perception throughout the organisation; and (iv) integration – the competency to integrate the company narrative into specific touch points with stakeholders across channels and markets.

At a recent conference, delegates agreed that unpacking the ‘integration’ piece was the key to bridging the gap between reputation as a differentiator and reputation as a risk tool. Let’s take a look at how three different organisations from three different industries are starting to align around issues, not functions, when it comes to mitigating reputation risk for success.

Jan-Mar 2015 Issue

Reputation Institute