The CEO’s view:
role of corporate
communication in adding
value to the ICRC
1 September 2011, Lausanne
Role of corporate communication
 ICRC’s mission



to protect & to assist people affected by war & armed
violence
to prevent suffering by promoting respect for IHL
Red Cross Movement
 modus operandi



impartial, neutral & independent
dialogue with all sides
 military & civilian authorities, non-state armed groups
strategy -> win support & trust
 face-to-face
 organisation

HQ & 80 delegations
 HQ : global, support & mobilisation
 delegations: local/national, operational (security)
 12’500 staff; 1.2 billion CHF
»
humanitarian ‘sector’
Role of corporate communication
 changes in our working environment

high degree of unpredictability
 shift from "trust me" to "prove me"


humanitarian workers are no longer heros
high expectations
 from donors, public, ‘victims’
 under scrutiny & real time
»

Libya, Syria, Pakistan/Afghanistan
blogging, social networks, mobile phones
 competition & control

local factor


assertive states
economic & financial crises

humanitarian needs
Role of corporate communication
corporate communication adding value
to organization ?
Q: the vue of your top leadership
If you would ask top leadership in your
organization, how would they describe role of
corporate communication in adding value to your
organization ?
>
response: 1 (no role) to 5 (essential)
Have their perceptions changed over the last
6 months?
>
response: 1 negatively 2. positively 3. no change
Role of corporate communication
corporate communication adding value
to organisation ?
-> vital for ICRC
 life
& death
 top leadership as well people in 'front line'
1. to generate support
access
& acceptance
from a broad range of audiences
 local
& global
 ‘new’ actors and networks
>
>
gangs- > mega-cities
demonstrators -> no leader
 ‘assertive’
States
Role of corporate communication -> vital
2. to manage our reputation
as
a strategic element of the ICRC
perceptions
local,
regional, global
importance
of research & monitoring
3. it puts people at the centre
 integrated
into decision making
 complementary with but different from HR
constantly being aware of the human factor
 our
staff -> ambassadors of our brand
 ownership,
 internal
 ->
»
behavior
communication -> key
autonomous & mature relationships
direct relations between CEO & staff
Role of corporate communication -> vital
align our services with perceptions
 stakeholders
 eg:
 try
medical
to close the gap
 competences
 back
»
to basics
first aid, wounded -> Tripoli, Abidjan, Damas, Kaboul
real question for CEO is how to capitalize ?
 on
value added by corporate communication
 readiness of organization ?
Role of corporate communication
Lessons learned (so far)
1. it’s never ‘only’ a communication issue


issue affecting the entire organisation
every indivudual


behaviour, ambassador
their networks
2. integration is key

well balanced attitude



servant -------- arrogant
strategic AND simple
processes of validation

fight for it
Role of corporate communication
3. communication at the ‘decision table’

management team, including SMT

ICRC – HQ, field
Q: and you ?

are you member of the senior management team
in your organization ? -> yes/no
4. hard facts

indicators



quaterly review
benchmarking
reputation has a value
5. on/off -> constant
Role of corporate communication
6. relevance
timely
being
prepared
scenarios
-> priorities
7. learning journey
entire
from
organisation need to evolve
dissemination to corporate communication
scope,
direct association & new concept
from
media to information management
from CSR to CSV
»
-> creating shared value (economic & social values)
you & your team
The CEO’s view:
role of corporate
communication in adding
value to the ICRC
1 September 2011, Lausanne