Increasing the Business Value of Communications: Innovation, Strategy and Trust

Increasing the business valueof communicationsInnovation, strategy and trust

Jeff Zwier,Associate Director, Global Business Line CommunicationsDeloitte Touche Tohmatsu, Ltd.

[email protected]

Getting started

2 DTTL Global Communications

Company and context

Characters

The journey

Milestones

Company and context

DTTL Global Communications © 2011 Deloitte Global Services Limited4

DTTL Global Communications

Support the strategic direction

and business objectives of the global organization

Capitalize on new communication technologies and foster an integrated, multidisciplinary approach

Enable global connectivity and

encourage collaboration with

member firms

Three interconnected goals drive our approach to global communications

DTTL Global Communications:Functional areas

Business Line Communications

IMOs / Americas Region

AERS / ERS

Financial Advisory

Tax Consulting

Global Clients

Middle Markets

Industries

External Relations

PR & media outreach

CEO media relations

Regulation & crisis management

Thought leadership

Social media communications

Research & analysis

Executive Communications

CEO external communications

Executive/leadercommunications

Global News

GlobalProjects

Planning & infrastructure

Project management

Strategic initiatives

Global events

Editorial services

Metrics/ROI

Brand

Talent

Online Communications & Multimedia Services

Graphic designWeb & print

Internet Deloitte.com

Intranet Deloitte Resources

Campaigns

Online strategy

Email marketing

Search engine marketing

Social media marketing

Content syndicationRSS/podcasts

Content optimization

Videography &photography

Vendormanagement

Annual Review

DTTL HR

OIM

The question we asked…

The communications landscape has changed. . .

7

Radio (1920)

TV (1950s)

Internet (1996)

eBay (1997)

Wikipedia (2001)

Cell phones (1984)

Blackberry (2002) Google (1998)

iPod (2001)

Facebook (2004)

Twitter (2007)

1920 1970

Fax machine (1970s)

Dates shown above are when the technology became commercially viableSource: DTTL Online Communications team research

1990 2000 20101930 1940 1950 1960 1980

LinkedIn (2003)

YouTube (2005)

Blogs (1999)

iPhone (2007)Macintosh (1984)

IBM PC (1981)

iPad (2010)

Mainframe Computer (1960s)

HBO (1972)

MTV(1981)

Amazon (2001)

Have the communicators?

Characters

Business Line Communications(established 2009)

• Eleven communicators supporting eight business lines in four countries

• New leader (your presenter)

• Diversity of knowledge, skills and experiences

• Diversity of approaches, methods, business models, and priorities

The journey


© 2011 Deloitte Touche Tohmatsu

The vision: A more unified, value adding approach


• New competencies for communicators

• New roles, teams, tools and ways of working

• Readiness for higher expectations of business leaders

• New definitions of how the communications function contributes to the organization

Innovation


New competencies . . .


Ac

tin

g a

nd

in

flu

en

cin

ga

t a

dis

tan

ce

‘Unboxing’ the businessobjective

Consultative approach

True business knowledge

Diversified skills


. . .to match higher expectations


From . . . To . . .


Example competency set


Business Communications Demonstrates comprehension of generally accepted business communication practices

Theme Foundation Advanced Mastery

Professional Business Writing

Demonstrates in-depth understanding of target audience and adapts writing style to reflect tone, objectives and media selected. Edits own or others' content for compliance with organizational writing, risk and legal standards

Ability to identify requirements for writing and effectively assess if content will achieve the desired business objectiveIdentifies roadblocks to efficient, effective writing and proactively communicates potential solutions to peers, clients and leaders

Proactively collaborates with clients to continuously improve efficiency, effectiveness of communications.Initiates or anticipates communications and drafts copy accordingly.

Builds Brand & Reputation

Understands and applies Deloitte brand standards in all communications projects, production cycles and across all vehicles

Proactively educates communication and serves as 'ambassador' for Brand, providing resources and consultation upon request.

Proactively identifies opportunities for accelerating brand expression and designs new communication tools accordingly

Organizational Communications

Familiar with industry-related professional organizations and resources; develops depth of expertise in one or more communications specializations

Ability to articulate value proposition for methods and tools utilized and understands how to measure success within a communications specialty area

Devises communication strategies and formulates plans that integrate methods and tools from a wide range of communications specializations

Communications Strategy, Planning & Measurement

Ability to identify key messages, calls to action and success measures, and align communications tactics to business objectives

Independently creates communications strategy and plan that achieves one or more specific business objectives

Demonstrates sufficient knowledge of business area or DTT overall to gauge success of communication in achieving business objectives. Capable of devising global strategies and developing extensive/complex global communications plans

New Practices & Media

Demonstrates an awareness of external and internal research on communications methodologies/tools

Stays current on leading edge methodologies/tools to contribute to and influence overall Communications strategy

Subject matter expertise of leading edge methodologies/ tools and applies these to execute best in class communications plans

Strategy


Recruiting for a new approach

New hiring process focusing on deep behavior-based interviewing with both communicators and supported team leaders

Work samples focusing on assessing solution-orientation, not just content quality

New background and skills emphasis• Less emphasis on writing, more on translating business

objectives into communications interventions

• ‘Non-traditional’ candidate backgrounds, education• Change management, training, organizational development• BA/BS business, organizational psychology, liberal arts with

business minor• MA/MS communications or MBA at senior manager level• Experience in professional services, marketing, business

development roles



Business line communications: Operating model

Third party service providers:

• Document & Creative Services

• Internal resources• External

contractors, vendors

DTTL Global Communications:

• Online / multimedia

• External / media relations

• Global project teams

• Leaders engage communicators to confer, strategize, plan, and execute.

• Business line communicators identify opportunities based upon business objectives and create a strategy and plan for internal/leader communications.

• Business line communicators for each function/service highlight potential synergies or duplications, recommend adjustments, promote best practices, and measures success.

• Each communicator independently delivers some communications and manages relationships with DTTL Global Communications and/or third party service providers to deliver communications projects.

Dedicated business line support is provided through centralized communications planning and high-quality communicator skills

Business line leadership

Business line communicators

19

Trust


Credibility and influence:

A new conversation for a new role

21

• The potential of communicators and communications

• Positioning communications as a leadership accelerator

• Objectives-based communications strategy, planning and measurement

• Behavior-based measurement of results

• Listening, listening . . . and more listening

• An agenda including influence, eminence and keeping the focus on business objectivesthroughout the year


Growing together

22

• Build relationships first

• The tools are a prerequisite, not the destination

• Measure your successes together

• Leverage each other

• Empower and partner beyond the communications function

Milestones


The journey



Then: Eleven communicators producing communication products

upon request for leaders in nine business lines

Tax

Consulting (3)Global Clients

Global middle market clients

OIM

Industries

Audit

Business LineCommunications

Jeff Zwier

Talent

HR


Now: Twenty-seven communicators directly contributing to achieving strategic objectives in eleven business lines

DTTL Global Communications

Director

Business LineCommunications

Jeff Zwier

SpecialistConsulting / KM

ManagerConsulting / SQ

ManagerGlobal Tax

Global Tax Lead

GlobalFin Advisory Lead

SpecialistOIM

Global Clients Lead

ManagerDeloitte Analytics

Specialists (2)OIM / US-ITS

ManagerOIM / CIO Comms

OIM / US-ITS Lead

ManagerTax Service Lines

ManagerTax Service Lines

Americas/ I MOs Lead

ManagerGlobal KM

Global ERS Lead

Specialist AERS / DA

ManagerDeloitte Audit (DA)

SpecialistDA Princeton

SpecialistConsulting / SQ

SpecialistGlobal Clients

Global AERS Lead

DTTL HR Lead

Manager Amer Region

Sr Asc Amer Region

Global Talent Lead

ManagerMidMarkets


Percentage of communications leads reporting directly to business line leader / leadership team


1+ Layers dow

n

Di-rect

2009

33%

1+ Layers dow

n

Di-rect

2010

52%

1+ Layers dow

n

Direct

2011

75%


The journey: What’s next?


Think

Listen

Invent

Succeed


Increasing the business valueof communicationsThank youJeff Zwier,Associate Director, Global Business Line CommunicationsDeloitte Touche Tohmatsu, Ltd.

[email protected]
