The Rising CCO III
During the past two years, companies havehad to reassure a vast and expanding portolioo stakeholders o their ability to operatesmoothly and successully through the mostdifcult economic period in decades. Thesimultaneous explosion o new media venuesthat allow companies to more eectivelyand instantaneously communicate with theirconstituents also permits emerging businessissues to become headline news overnight,leaving little to no time to prepare or aresponse. More than ever, companies are acedwith an overwhelming array o management,fnancial and communications challenges.Through all o this, the Chie CommunicationsOfcer (CCO) has had to become even moreadept at navigating the complex landscape o communications challenges and opportunitiesthat threaten company reputation. SpencerStuart and Weber Shandwick have beenmonitoring the evolving role o the CCO since2007 by partnering on a comprehensive andquantitative survey o global CCOs.
The Rising CCO
, now in its third year, examinesthe roles, responsibilities and opinions o CCOsin the world’s largest companies.
NEED FOR CRISIS & ISSUES MANAGEMENTESCALATES
Crisis/issues management has soared duringthe past three years as a critical experience fortomorrow’s successful CCO. It is considered nearlytwice as important in 2010 as it was in 2007.
Corporations act, brandsdon’t. Reputationmatters. Corporationsneed to have a voice andpresence in times of crisisin order to maintain clientcondence, trust, andgood reputation.
– Fortune Global 500 CCO
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R I S I N G
An Internet search of “crisis management”from January through August 2010 generatedmore than 92 million results compared to 2.4million in all of 2007, underscoring the growingimportance of the function.
“Whether management says so or not,amid crisis, management is expectingcorporate communications to beproactive internally to coordinatekey stakeholders and develop andimplement a communications plan.”– Fortune Global 500 CCO
% Global CCOs citing Crisis Managementas CCO Prerequisite