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Åberg’s Kite

Åberg’s Kite: Communications Strategy Planning
Professor Leif Åberg University of Helsinki, Department of Communication © Leif Åberg 1997

Åberg’s Kite  to

Humane Visions

build a solid vision, the organizations have to combine managerial processes and processes that emerge from human activities

© Leif Åberg 1997

running against the wind.  if the weather is windy.Åberg’s Kite  flying: The art of kite the kite will fly. manages to bring about the essential initial driving force © Leif Åberg 1997 . and if one.

Åberg’s Kite Once the kite is up. it is essential to maintain active balance between managerial processes and processes that emerge from human behavior © Leif Åberg 1997 .

Åberg’s Kite This active balancing is achieved through communication © Leif Åberg 1997 .

M INE G R AT IS SS TE RO SI EG A M UP O N Y A G O ND AL S .VISION IS TE IT C I S G CY RA M IC E A LE A M PO R AM YN R U D O T YN C UL P D U C O AL R G U D D IN I IV Åberg’s Kite © Leif Åberg 1997 TA SK S ID BU EA S ST .

M INE G R AT IS SS TE RO SI EG A M UP O N Y A G O ND AL S .VISION IS TE IT C I S G CY RA M IC E A LE A M PO R AM YN R U D O T YN C UL P D U C O AL R G U D D IN I IV Åberg’s Kite C O M M U N I C A T I O N © Leif Åberg 1997 TA SK S ID BU EA S ST .

M INE G R AT IS SS TE RO SI EG A M UP O N Y A Åberg’s Kite VISION IS TE IT C I S G CY RA M IC E A LE A M PO R AM YN R U D O T YN C UL P D U C O AL G O ND AL S R G D IN I IV U D © Leif Åberg 1997 .C O MANIM FESTATM ION OF U VISION N ICOMC MUNIA TCATSCAN-IING CHANNING O GE N TA SK S ID BU EA S ST .

g.. e.. or an © Leif Åberg 1997 auditive emblem A) Tools for the Manifestation of the Vision . used for identification of the company emblem: e. a 3x3x3-diagram strategic core messages: elaboration of the strategic keywords slogan: one core message. logo+name.g. core     story links the past with the future and positions the current standing strategic keywords: using.

Core Story VISION EXTERNAL LEGITIMACY N O I S S MI INTERNAL LEGITIMACY GOOD HERITAGE © Leif Åberg 1997 .

in order to make corrective actions possible environmental and internal scanning © Leif Åberg 1997 .B) Scanning   the recognition of the first weak signals of essential external and internal changes as early as possible.

6 Control of consequences 5 Action taking 4 Recommendations for actions Scanning 1 Recognition of possible sources of essential weak signals 2 External and internal monitoring 3 Interpretation © Leif Åberg 1997 .

© Leif Åberg 1997 .

© Leif Åberg 1997 .

Trends © Leif Åberg 1997 .

Trends Random fluctuation © Leif Åberg 1997 .

Trends Random fluctuation Environmental responses to our actions © Leif Åberg 1997 .

calls for extensive and sophisticated communications efforts. and brings about positive expectations about the future take communication of change seriously: it is an ongoing process. and is a joint process of managers and communications professionals © Leif Åberg 1997  .of  C) Communication Change core story affects the perceptions of the legitimacy of own actions.

people with visions.Deal and Kennedy: How to Bring About Change  appoint a hero to manage the change      process make explicit the threat or opportunity that has to be met introduce change rituals train the people into new values and new ways of working call in shamanes. to testify for the desirability of the actions taken use waypoints and benchmarking .

Division of Issues management work. Everyday persuation Networking. especially motivation.Building a kite: list of Åberg’s Kite parts Managerial processes Vision Communication processes Manifestation of vision Processes that emerge from human behavior Power of sight Internal and external legitimacy Need to grasp uncertain situations Corporate cultural processes Group dynamics. and needs. commitment. Feedback processes Rewarding © Leif Åberg 1997 . Business idea and mission Use of the “saga” External and internal scanning. Teamworking. Benchmarking Strategy building SWOT analysis and other perceptive techniques Use of corporate cultural themes Definition of goals and Building up synergy objectives. especially group synergy and group spirit Individual synergy. Co-ordinating.