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Stephen McCallion

Global Head of marketing Communications at TAQA, former Global Head of Corporate identity Communications , SHELL

Globally experienced marketing communications, corporate brand/ branding professional with strong technical & leadership skills. Strategist with ability to develop internal & external networks, achieve buy-in from senior stakeholders, gain C-suite support and deliver-with-excellence. Well- honed decision-making skills. Collaborative. Keep-it-simple approach.

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Stephen McCallion

Stephen McCallion

Global Head of marketing Communications at TAQA, former Global Head of Corporate identity Communications , SHELL

Andrew Flowers

Senior Digital Marketing Manager, Microsoft & Nokia

Andrew is a content strategist and producer with in-house experience from the likes of Microsoft, Nokia, Ericsson and nASDAQ OMX. In the past few years Andrew has mainly been focused on producing online videos and TV advertisements for smartphones, yet his broad career also spans financial communication, consumer PR and B2B copywriting.

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Andrew Flowers

Andrew Flowers

Senior Digital Marketing Manager, Microsoft & Nokia

James Stevenson

Founder And Managing Director Of Bletchley Group Digital Consultant of Marks And Spencer, UK

James helped businesses create, transform and grow their digital presence, products and teams using strategy, marketing, product and technology. Working for global brands, offering a range of digital services from e-commerce, to online brand protection, digital business strategies and online marketing, helping clients understand new busi- ness practices, new consumer behaviour, and new digital technologies available.

His Clients include: Guardian News and Media, Selfridges & Co, Bacardi, News Interna- tional, Bombay Sapphire Gin, Grey Goose Vodka Hilton Hotels.

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James Stevenson

James Stevenson

Founder And Managing Director Of Bletchley Group Digital Consultant of Marks And Spencer, UK

Martin Kirke

Non-Executive Director and Coach, Advisory Board Chairman at PushFar.

Martin has held international HR director roles with Dow Chemical, Ericsson, Serco and BP including vice President resource management for Ericsson based in Stockholm and HR Director Operations Europe, Middle East, Africa and Asia-Pacific for the BP Group. Martin has experience of running a business as a General Manager and has also led major change and transformation programmes.

Martin was the lead in HR at Transport for London for the 2012 Olympics after which he decided to focus on non-executive director and consultancy work. His clients include the Cabinet Office, UK (Cabinet Office supports the Prime Minister and Deputy Prime Minister, and ensures the effective running of government) and healthcare charity ‘Action for Change’ where he is also a non-executive director.

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Martin Kirke

Martin Kirke

Non-Executive Director and Coach, Advisory Board Chairman at PushFar.

Tony Coll

Media & Communication Consultant, former BBC Journalist

Tony Coll is one of the UK’s most experienced media and presentation coaches and trainers. A former BBC TV and BBC Radio reporter and producer, he has worked for many years with senior figures from companies and organisations of all sizes; politicians; national and local government officers; health service and utility managers; pressure group spokespeople; charity workers; chief police and fire officers. He worked at cabinet level with the late Veronica Crichton, former director of communications at the Labour Party, in media training several UK government ministers.
Tony’s training can be delivered in the form of personal coaching or consultancy, in groups or as part of wider emergency response training. It covers effective emergency communication with newspapers, radio, TV and social media as well as addressing live audiences.

Tony Coll is an Oxford law graduate who began his career as a newspaper reporter in North East London and Sheffield.  He moved on to the BBC World Service, BBC Radio One ‘Newsbeat’, BBC and commercial local radio and BBC regional TV in Manchester and London.  He has interviewed cabinet ministers and other public figures; researched, produced, reported and presented news and current affairs programmes, from hard news, sequence programmes and “built” documentaries, through live political discussions and phone-ins, to lighter features, celebrity profiles and vox pops.

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Tony Coll

Tony Coll

Media & Communication Consultant, former BBC Journalist

Simon Nicholson

Social Media Manager, Honda Motor Europe Ltd
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Simon Nicholson

Simon Nicholson

Social Media Manager, Honda Motor Europe Ltd

Omar Rostom

Consumer Engagement and Media Manager Near East, North Africa, Levant, & Emerging Asia, Microsoft
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Omar Rostom

Omar Rostom

Consumer Engagement and Media Manager Near East, North Africa, Levant, & Emerging Asia, Microsoft

Christophe Ginisty

President 2013 , International Public Relations Association, Former Digital Evangelist for Europe, Middle East and Africa, Edelman

International public relations expert and a digital guru with more than 20 years of experience.
- Deputy Managing Director of Edelman EMEA, European Technology – Digital evangelist (2011-2012), fouunder and Managing Director Rumeur Publique (1988, 2011).
- President of the International Public Relations Association (IPRA) for 2013.
- Founder of NGO ‘Internet sans Frontières’ (Internet without Borders) in 2007 then WebDiversity in 2011.
- Published author of Allons, enfants de l'Internet! (Publisher: Diateino, 2010).
- Creator of the "ReputationWar" international conference (2013).
- Professor of Lobbying & Influence at INSEEC (since 2010).

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Christophe Ginisty

Christophe Ginisty

President 2013 , International Public Relations Association, Former Digital Evangelist for Europe, Middle East and Africa, Edelman

Hannu Koikkalainen

Head of Digital Planning, Microsoft, Finland
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Hannu Koikkalainen

Hannu Koikkalainen

Head of Digital Planning, Microsoft, Finland

Guy Perry

Managing Director, Gulf Media Experts, UAE

Guy has 30 years’ experience in international BBC TV news, corporate communications and media consultancy. Now based in the UAE since 2006, he founded and ran for 10 years a successful media training and consultancy firm in London, Greenwich Village PR, working with blue chip clients such as KPMG, the Royal Institute of International Affairs (Chatham House), L’Oreal (Paris) and the Crown Estate.
In 2006, as adviser to the spokesman of the Asian Games Doha, he led the official response to the media onslaught following the death of a competitor.
Guy has worked for many international news organisations such as BBC TV, BBC World Service Radio, International Television News (ITN), Reuters, EuroNews and Channel 4 News.

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Guy Perry

Guy Perry

Managing Director, Gulf Media Experts, UAE

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  • Magic wands, shiny baubles and bandwagons are not the future of IC
 

Magic wands, shiny baubles and bandwagons are not the future of IC

Magic wands, shiny baubles and bandwagons are not the future of IC

Wednesday, 06 March 2019 / Published in alls, Article, Internal Communications
IC Conference

According to internal communications veteran, Katharina Auer, the future of IC is not about chasing the latest trends but staying true to the fundamentals of the craft. Deep business understanding, a focus on results, facilitating conversations across the organisation and being effective at listening are what will count in the future she says.

Auer was discussing with me her contribution to the forthcoming BOC Internal Communications conference at the end of March when she, and Clifford Chance’s Paul Osgood, will look talk about the challenges facing our profession. It’s a subject in which she is well versed having led global internal comms functions at ABB, Zurich Insurance, Shell and other major global companies.

She is unimpressed by obsessions with the latest technology, especially if it just pumps out more content without regard to its value or whether people actually want to see it. “People seem to want the next shiny new thing, but they can rarely explain how a new app or other gadget is going to help business performance” she says, adding “The more noise you create, the less people listen”.

“We mustn’t forget that its our job to understand the demographics” she explains. IC people need to understand how communications fit into the lives of the people who work in their organisation. “If 70% of your workforce are down a mine or in a factory, the last thing they want is more brochureware” says Auer.

Audience insight, though, goes beyond distribution logistics. Data and listening are key skills that have always been neglected in her view but, in the years to come, being aware of what staff are saying and thinking will be a central competency for communicators. “You have to know what people want and then tailor our work to meet their needs.”

She highlights the growing emphasis on employee experience and the role of communicators in understanding it. Communicators, she argues, need to understand the data and know how colleagues are thinking at different moments in the journey from candidate to new recruit, to productive colleague to veteran and alumnus and how to communicate effectively at every stage

And, what they need can still largely be predicted. “Roger D’Aprix’s version of the hierarchy of communications needs still holds true. Humans are humans and are most interested in the stuff that affects them; it starts with ‘me, myself and I’ and only then looks at the wider picture. That’s not going to change in the future.”

Which brings her to another enduring truth for communicators. “It’s line management that ensures that people have a line of sight between the strategy and what they are doing – providing individual relevance and context. Face to face is far from dead. It’s still vital that leaders appreciate that communication is about conversations.”

For Auer, a good internal communicator will always aim to keep the volume down. She is a ferocious advocate of cutting rather than creating more channels: “You have got to be streamlined, based on what employees need – don’t just keeping adding on new tools and content; for every new thing you create, you need to cull at least two. You mustn’t forget that the more non-value adding ‘stuff’ you create, the more lasting damage you’ll do”.

Which means that communicators have to be good at constructively saying ‘no’ to non-value adding requests. “We have to able to have conversations based on understanding the organisation, organisational strategy & priorities and all our stakeholders and then providing compelling content and materials; and that’s not always something that managers want to hear.”

“Too many IC people blindly follow orders or take the path of least resistance” she adds. “Sometimes this is understandable, when people don’t have the right resources and are under pressure. But we shouldn’t be afraid of disagreeing and having a business mindset. More importantly, having the right conversations with our stakeholders right at the beginning will help us prioritise and streamline activities.

“Which all depends on listening to and facilitating the conversations that are taking place across the organisation, and knowing who your internal supporters are – rather than broadcasting top down content.”

Auer’s message is straightforward. As communicators we need to be fearless, courageous and unconstrained by boundaries. “We should always drill down in to the business and listen and understand. Being true business partners means asking about the business challenges, direction, and proof points; our role should thrive on data and insight”.

Katharina Auer and Paul Osgood join authors Chloe Combi, Annabel Dunstan and Deborah Hulme, GSK’s Viktoria Tegard, Emily Kirwan from the BBC, Accenture’s Preeti Khattri, Nicholas Wardle of One Housing, Jemima Bradbury-Wade from Pepsi, EY’s Julia Sloan, Sanjoy Mukherjee-Richardson from Hiscox, and consultant Graham Cox at the IC Conference in March. The programme is strong on discussion and is designed to give senior practitioners a space to reflect and share current issues.

 

————————————————————————–

About the Author: Liam FitzPatrick

Liam has 25 years of experience with change, PR and internal communications comes from working in-house and in consultancy. He has worked in civil engineering, energy, manufacturing and transportation as well as telecoms. He was Global Head of Internal Communications at Marconi during its financial restructuring and has worked on change and transformation projects in a wide variety of situations. He is particularly interested in developing teams, research and planning.

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