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Increasing the business valueof communicationsInnovation, strategy and trust
Jeff Zwier,Associate Director, Global Business Line CommunicationsDeloitte Touche Tohmatsu, Ltd.
DTTL Global Communications © 2011 Deloitte Global Services Limited4
DTTL Global Communications
Support the strategic direction
and business objectives of the global organization
Capitalize on new communication technologies and foster an integrated, multidisciplinary approach
Enable global connectivity and
encourage collaboration with
member firms
Three interconnected goals drive our approach to global communications
DTTL Global Communications:Functional areas
Business Line Communications
IMOs / Americas Region
AERS / ERS
Financial Advisory
Tax Consulting
Global Clients
Middle Markets
Industries
External Relations
PR & media outreach
CEO media relations
Regulation & crisis management
Thought leadership
Social media communications
Research & analysis
Executive Communications
CEO external communications
Executive/leadercommunications
Global News
GlobalProjects
Planning & infrastructure
Project management
Strategic initiatives
Global events
Editorial services
Metrics/ROI
Brand
Talent
Online Communications & Multimedia Services
Graphic designWeb & print
Internet Deloitte.com
Intranet Deloitte Resources
Campaigns
Online strategy
Email marketing
Search engine marketing
Social media marketing
Content syndicationRSS/podcasts
Content optimization
Videography &photography
Vendormanagement
Annual Review
DTTL HR
OIM
The communications landscape has changed. . .
7
Radio (1920)
TV (1950s)
Internet (1996)
eBay (1997)
Wikipedia (2001)
Cell phones (1984)
Blackberry (2002) Google (1998)
iPod (2001)
Facebook (2004)
Twitter (2007)
1920 1970
Fax machine (1970s)
Dates shown above are when the technology became commercially viableSource: DTTL Online Communications team research
1990 2000 20101930 1940 1950 1960 1980
LinkedIn (2003)
YouTube (2005)
Blogs (1999)
iPhone (2007)Macintosh (1984)
IBM PC (1981)
iPad (2010)
Mainframe Computer (1960s)
HBO (1972)
MTV(1981)
Amazon (2001)
Business Line Communications(established 2009)
• Eleven communicators supporting eight business lines in four countries
• New leader (your presenter)
• Diversity of knowledge, skills and experiences
• Diversity of approaches, methods, business models, and priorities
© 2011 Deloitte Touche Tohmatsu
The vision: A more unified, value adding approach
12 DTTL Global Communications
• New competencies for communicators
• New roles, teams, tools and ways of working
• Readiness for higher expectations of business leaders
• New definitions of how the communications function contributes to the organization
© 2011 Deloitte Touche Tohmatsu
New competencies . . .
14 DTTL Global Communications
Ac
tin
g a
nd
in
flu
en
cin
ga
t a
dis
tan
ce
‘Unboxing’ the businessobjective
Consultative approach
True business knowledge
Diversified skills
© 2011 Deloitte Touche Tohmatsu
. . .to match higher expectations
15 DTTL Global Communications
From . . . To . . .
© 2011 Deloitte Touche Tohmatsu
Example competency set
16 DTTL Global Communications
Business Communications Demonstrates comprehension of generally accepted business communication practices
Theme Foundation Advanced Mastery
Professional Business Writing
Demonstrates in-depth understanding of target audience and adapts writing style to reflect tone, objectives and media selected. Edits own or others' content for compliance with organizational writing, risk and legal standards
Ability to identify requirements for writing and effectively assess if content will achieve the desired business objectiveIdentifies roadblocks to efficient, effective writing and proactively communicates potential solutions to peers, clients and leaders
Proactively collaborates with clients to continuously improve efficiency, effectiveness of communications.Initiates or anticipates communications and drafts copy accordingly.
Builds Brand & Reputation
Understands and applies Deloitte brand standards in all communications projects, production cycles and across all vehicles
Proactively educates communication and serves as 'ambassador' for Brand, providing resources and consultation upon request.
Proactively identifies opportunities for accelerating brand expression and designs new communication tools accordingly
Organizational Communications
Familiar with industry-related professional organizations and resources; develops depth of expertise in one or more communications specializations
Ability to articulate value proposition for methods and tools utilized and understands how to measure success within a communications specialty area
Devises communication strategies and formulates plans that integrate methods and tools from a wide range of communications specializations
Communications Strategy, Planning & Measurement
Ability to identify key messages, calls to action and success measures, and align communications tactics to business objectives
Independently creates communications strategy and plan that achieves one or more specific business objectives
Demonstrates sufficient knowledge of business area or DTT overall to gauge success of communication in achieving business objectives. Capable of devising global strategies and developing extensive/complex global communications plans
New Practices & Media
Demonstrates an awareness of external and internal research on communications methodologies/tools
Stays current on leading edge methodologies/tools to contribute to and influence overall Communications strategy
Subject matter expertise of leading edge methodologies/ tools and applies these to execute best in class communications plans
© 2011 Deloitte Touche Tohmatsu
Recruiting for a new approach
New hiring process focusing on deep behavior-based interviewing with both communicators and supported team leaders
Work samples focusing on assessing solution-orientation, not just content quality
New background and skills emphasis• Less emphasis on writing, more on translating business
objectives into communications interventions
• ‘Non-traditional’ candidate backgrounds, education• Change management, training, organizational development• BA/BS business, organizational psychology, liberal arts with
business minor• MA/MS communications or MBA at senior manager level• Experience in professional services, marketing, business
development roles
18 DTTL Global Communications
© 2011 Deloitte Touche Tohmatsu
Business line communications: Operating model
Third party service providers:
• Document & Creative Services
• Internal resources• External
contractors, vendors
DTTL Global Communications:
• Online / multimedia
• External / media relations
• Global project teams
• Leaders engage communicators to confer, strategize, plan, and execute.
• Business line communicators identify opportunities based upon business objectives and create a strategy and plan for internal/leader communications.
• Business line communicators for each function/service highlight potential synergies or duplications, recommend adjustments, promote best practices, and measures success.
• Each communicator independently delivers some communications and manages relationships with DTTL Global Communications and/or third party service providers to deliver communications projects.
Dedicated business line support is provided through centralized communications planning and high-quality communicator skills
Business line leadership
Business line communicators
19
© 2011 Deloitte Touche Tohmatsu
Credibility and influence:
A new conversation for a new role
21
• The potential of communicators and communications
• Positioning communications as a leadership accelerator
• Objectives-based communications strategy, planning and measurement
• Behavior-based measurement of results
• Listening, listening . . . and more listening
• An agenda including influence, eminence and keeping the focus on business objectivesthroughout the year
© 2011 Deloitte Touche Tohmatsu
Growing together
22
• Build relationships first
• The tools are a prerequisite, not the destination
• Measure your successes together
• Leverage each other
• Empower and partner beyond the communications function
© 2011 Deloitte Touche Tohmatsu
Then: Eleven communicators producing communication products
upon request for leaders in nine business lines
Tax
Consulting (3)Global Clients
Global middle market clients
OIM
Industries
Audit
Business LineCommunications
Jeff Zwier
Talent
HR
© 2011 Deloitte Touche Tohmatsu
Now: Twenty-seven communicators directly contributing to achieving strategic objectives in eleven business lines
DTTL Global Communications
Director
Business LineCommunications
Jeff Zwier
SpecialistConsulting / KM
ManagerConsulting / SQ
ManagerGlobal Tax
Global Tax Lead
GlobalFin Advisory Lead
SpecialistOIM
Global Clients Lead
ManagerDeloitte Analytics
Specialists (2)OIM / US-ITS
ManagerOIM / CIO Comms
OIM / US-ITS Lead
ManagerTax Service Lines
ManagerTax Service Lines
Americas/ I MOs Lead
ManagerGlobal KM
Global ERS Lead
Specialist AERS / DA
ManagerDeloitte Audit (DA)
SpecialistDA Princeton
SpecialistConsulting / SQ
SpecialistGlobal Clients
Global AERS Lead
DTTL HR Lead
Manager Amer Region
Sr Asc Amer Region
Global Talent Lead
ManagerMidMarkets
© 2011 Deloitte Touche Tohmatsu
Percentage of communications leads reporting directly to business line leader / leadership team
27 DTTL Global Communications
1+ Layers dow
n
Di-rect
2009
33%
1+ Layers dow
n
Di-rect
2010
52%
1+ Layers dow
n
Direct
2011
75%
© 2011 Deloitte Touche Tohmatsu
Increasing the business valueof communicationsThank youJeff Zwier,Associate Director, Global Business Line CommunicationsDeloitte Touche Tohmatsu, Ltd.