Joachim Klewes – författare

This book demonstrates the challenges for Corporate Communications in the era of the Industrial Internet and the Internet of things, and how companies can adapt their communication strategies to meet them.

This book demonstrates the challenges for Corporate Communications in the era of the Industrial Internet and the Internet of things, and how companies can adapt their communication strategies to meet them.

Die gezielte Anwendung von Forschungsergebnissen auf Problemstellungen der Kommunikationspraxis, und gleichzeitig die daraus resultierende Forderung neuer wissenschaftlicher Erkenntnisse, ist das Anliegen des vorliegenden Bandes. Die Beitrage namhafter Autoren aus der deutschen und internationalen PR-Forschung und der Kommunikationspraxis bundeln die aktuelle Fachdiskussion und liefern Anregungen fur erfolgreiches Kommunikationsmanagement.

"Change before you have to" - the advice by Jack Welch, former CEO of industry giant General Electric, still holds true today. Even more so: organisations permanently have to face change, if they want to succeed economically. No small feat, given the high expectations that employees have in times of transformation towards their management. Staff cannot be entirely left out of the process, anymore. This hard-learned lesson is fairly well understood by now. But how should engagement be designed and carried out? This collection explores the different approaches to employee participation - from a practitoners' perspective. Consultants from Pleon, Europe's leading communications agency, as well as managers and academics share their experience with change communication and offer valuable insights on what engagement - if tackled correctly - can do for organisations: it adds to the internal trust and external reputation.

• … release reputation bearers from the burden of being constantly mo- tored and reduce the likelihood of government or public supervision and control. • … strengthen client trust, ease the recruitment and retention of capable employees and improve access to capital markets or attract investors. • … legitimate positions of power and build up reserves of trust which - lowed companies and politicians – but also researchers and journalists – to put their issues on the public agenda, present them credibly and mould them in their own interests. But a fear of loss is not the only reason for the steadily increasing - portance of reputation in corporate management today (or more especially, in the minds of top management). Rather, the main reason is that corporate reputation has shifted from being an unquantifiable ‘soft’ factor to a me- urable indicator in the sense of management control. And it is a variable that is obviously relevant to a company’s performance: recent studies by the European Centre for Reputation Studies and the Ludwig-Maximilians- Universität of Munich compared the stock market performance of a port- lio of the top 25% of reputation leaders (based on regular reputation me- urements in the wider public) with that of the German DAX 30 stock m- ket index. The results show that a portfolio consisting of reputation leaders 1 outperformed the stock market index by up to 45% – and with less risk. Fig. 1. Performance of ‘reputation portfolios’ vs.

Consultants from Pleon, Europe's leading communications agency, as well as managers and academics share their experience with change communication and offer valuable insights on what engagement - if tackled correctly - can do for organisations: it adds to the internal trust and external reputation.

• … release reputation bearers from the burden of being constantly mo- tored and reduce the likelihood of government or public supervision and control. • … strengthen client trust, ease the recruitment and retention of capable employees and improve access to capital markets or attract investors. • … legitimate positions of power and build up reserves of trust which - lowed companies and politicians – but also researchers and journalists – to put their issues on the public agenda, present them credibly and mould them in their own interests. But a fear of loss is not the only reason for the steadily increasing - portance of reputation in corporate management today (or more especially, in the minds of top management). Rather, the main reason is that corporate reputation has shifted from being an unquantifiable ‘soft’ factor to a me- urable indicator in the sense of management control. And it is a variable that is obviously relevant to a company’s performance: recent studies by the European Centre for Reputation Studies and the Ludwig-Maximilians- Universität of Munich compared the stock market performance of a port- lio of the top 25% of reputation leaders (based on regular reputation me- urements in the wider public) with that of the German DAX 30 stock m- ket index. The results show that a portfolio consisting of reputation leaders 1 outperformed the stock market index by up to 45% – and with less risk. Fig. 1. Performance of ‘reputation portfolios’ vs.