In the age of good – how good is your organisation? by Stephen Pain

In the Age of Good – how good is your organisation?

Stephen PainIndependent consultant – Age of Goodand Visiting Fellow, Henley Business School

A good reputation: what’s it worth to you?

www.stephenjpain.com

What next?


The changing behaviour of ‘empowered stakeholders’



‘People like me’ driving advocacy and reputation

An emotionally intelligent and trusted technology


“One of the strongest messages coming through from our member companies is their concern about business reputation...a positive outcome will require a change of mindset, behaviour and communications,”Richard Lambert, Director-General, CBI

Unilever's Paul Polman

Upturn shows in

“I don’t drive this business model by driving shareholder value. I drive this business model by focusing on the consumer and customer in a responsible way,” Paul Polman, CEO, Unilever plc

“We have had too much of a mantra about short-term profit. I very much believe the way companies should be run is for long-term value creation,’Charlie Mayfield, Chairman, John Lewis Partnership

‘Age of Good’


‘Market economy’ Age of Good

1. Competition Achievement

2. Communication Reputation

3. What you ‘say’ What you ‘do’

4. Philanthropy Responsibility

5. Partnership Alliances

6. Separateness Connectedness

7. Closed communities Open communities

8. Imbalance Balance

9. Government Governance

10. Opportunity Legacy

11. Maintaining control Letting go

12. ‘New’ and ‘big’ thinking ‘Good’ thinking


Corporate brandWhat do you want to be famous for and why?

StakeholdersWhat do stakeholders think of you now?

ReputationWhat are you trying to cause?

AssessmentWhat behaviours will you - and your stakeholders -

adopt and adapt

ActionsWhat programmes will you put in place?

MeasurementWhat is the consequence of an enhanced reputation in

relation to improved performance?

Brand aligned to strategy

Review existingdata

‘Gap’ & risk profile

Behaviouralanalysis of data

Engagement, partnerships,

alliances

Dashboard inc. risk process

The ‘good’ reputation framework


Integrated dashboard – illustration only

Stakeholder group Key drivers of performance (KDP)inc. % impact (link with KPI) and score out of 10

Key performance indicator (KPI) inc. % variance explained and score out of 10

Customers 1. Organisation that can be trusted2. Organisation easy to do business

with3. Stands out from its competitors

1. Customer intention to consider using in the future

Investors 1. Delivers what it promises2. Operational excellence3. Quality of management

1. Intention to increase shareholding in near term

Employees 1. Acts responsibly in the community2. Develops people to potential3. Strong leadership

1. Employee engagement

Media 1. Positive relationships2. Transparent communications3. Access to senior mgt.

1. Favourability

Political audiences 1. Effective campaigns2. Forefront of issues3. Informed decisions

1. Intention to have positive relationship

Suppliers 1. Good to do business with 1. Long term value relationship



Strategies to help leaders and their organisations build a good reputation and measure its value


What will it take to have a good reputation in the future? Join the global debate at www.ageofgood.com

http://www.ageofgood.com/