Internal audiences learn about unified corporate communication from the news unless you reach them first. The first version of a story about this area of communications and media practice tends to become the reference version. The programme suits teams tackling this strand of communications and media practice together as readily as individuals attending alone. Practitioner evidence points the same way: unified corporate communication improves fastest where responsibility for it is named and owned. What blocks progress on the communications and media practice discipline is usually unclear ownership rather than unclear intent. Participants gain a clear basis for measuring what this strand of communications and media practice has actually achieved. It concentrates on the parts of unified corporate communication that determine outcomes and treats the rest proportionately. Discussion is anchored to worked examples of the communications and media practice capability rather than to abstract argument. Participants leave with a plan for the practice within communications and media practice sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Anticipate the objections that unified corporate communication will attract internally and answer them in advance.
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Set acceptance criteria for unified corporate communication before work begins rather than after.
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Integrate unified corporate communication into existing management routines rather than running it separately.
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Design the crisis response plan for unified corporate communication with named roles and pre-agreed authority.
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Align communication on unified corporate communication with legal and regulatory constraints.
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Build community and stakeholder engagement around unified corporate communication.
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Prepare the apology or acknowledgement for unified corporate communication that is credible.
Who Should Attend
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Content producers creating material about unified corporate communication.
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Marketing staff coordinating with communications on unified corporate communication.
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Spokespeople and executives who speak publicly about unified corporate communication.
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Community relations staff engaging stakeholders about unified corporate communication.
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Specialists advising senior management on unified corporate communication.
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Business partners who must understand unified corporate communication well enough to challenge it.
