Published on February 27, 2014
How to implement thought leadership in organisations Rotterdam 26 February 2014
IN THE ROOM AND IN THE BACKGROUND Annick Boyen CEO Weber Shandwick Benelux ©WEBER SHANDWICK 2012 All rights reserved Leslie Gaines-Ross Chief Reputation Strategist Weber Shandwick http://reputationxchange.com
WEBER SHANDWICK FAST FACTS EMEA Agency of the year Thought leaders across the globe ©WEBER SHANDWICK 2012 All rights reserved 129 offices in 81 markets 2500 people 500+ awards in 7 years 1 endorsement of our global account management approach Over 30% of our work is international Average client relationship 7 years
How we help clients to implement thought leadership
For today’s focus ©WEBER SHANDWICK 2012 All rights reserved
Challenges in pushing thought leadership on the board’s agenda
When implemented, the thought leadership platform will: V• V• V• V• V• V• Fit leadership priorities and beliefs Fit/extend the company’s strategy online and offline Be multifaceted, extendable Be truly differentiated Resonate with: customers, employees, stakeholders Reinforce brand personality ©WEBER SHANDWICK 2012 All rights reserved
Concerns to overcome • Who ‘owns’ the programme (coms, marketing, digital, IR, legal, HR) • Capacity issues : I have a day job / billable target • Career enhancer or career stopper? • The proof of the pudding is in the eating ©WEBER SHANDWICK 2012 All rights reserved
Elements of successful thought leadership programmes • Simple enough to travel fast • Repeated often enough to sustain attention • Specific enough to guide action • Credible, believable, grounded in reality • Inspires passion ©WEBER SHANDWICK 2012 All rights reserved
Is thought leadership morphing into content marketing? 11
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Using Leadership to. Implement Leadership ... reiterate the goals of the organization introduce alternatives to the wrong work
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