FILTROS

close
More recently Oldest date Relevance
search
arrow_drop_down
80 results

Iberdrola assumes presidency of Corporate Excellence

Published by Unai Admin

18/07/2025

Iberdrola assumes presidency of Corporate Excellence

Madrid, January 10, 2013. This morning, Iberdrola has been chosen by unanimity by Corporate Excellence - Centre for Reputation Leadership Board of Trustees -BBVA, Iberdrola, La Caixa, Repsol, Santander and Telefónica- to chair the Foundation during the period 2013-2015. In the Board of Trustees, Iberdrola is represented by José Luis González-Besada Valdés, Communications Director at Iberdrola. González-Besada, 53-year-old, native of Ponteceso (La Coruña), holds a degree in Communications from the Complutense University of Madrid. He is specialized in economic and financial journalism, and worked as head of the Economy section, Deputy Director and Assistant Director at the Spanish newspaper ABC for twenty years. New faces María Luisa Navas, Communications Director at Telefónica, has joined the Board of Trustees, replacing Luis Abril. Ignacio Moliner, Communications and Brand Director at BBVA has replaced Gregorio Panadero. The Board of Trustees has expressed "appreciation for the great work done by Luis Abril at the Foundation, helping to develop and implement a better corporate reputation among enterprises.” The Board of Trustees has also expressed appreciation for Gregorio Panadero's work at the Foundation since it was created.


Categories

Tags

Commitments, leadership and management systems as key elements for managing stakeholder relations

Published by Unai Admin

18/07/2025

Commitments, leadership and management systems as key elements for managing stakeholder relations

Commitments, leadership and management systems as key elements for managing stakeholder relations

One of the most important changes that companies are facing at the moment is acknowledging the fact that the control of power shifted to stakeholders. This is how the situation is understood by around 50 experts with academic and business profiles who took part in the meeting titled An Organisation Focused on Stakeholders held by Corporate Excellence – Centre for Reputation Leadership in Madrid. According to Carlos Rey, Professor of Strategic Management at the Universidad Internacional de Catalunya, organisations have to incorporate stakeholder management into overall corporate culture. The academic emphasised that although a lot of attention is currently paid to this topic, on many occasions the results are partial and unsustainable. Rey believes that in order to step up the processes of stakeholder engagement it is necessary to undertake clear, concrete and concise commitments and communicate them to the stakeholders, which would allow the company to involve them in the organisation. Secondly, companies should develop systems of managing indicators and set objectives that are consistent and coherent with the company’s mission and vision. Finally, a leadership model has to be developed which would ensure that the commitments are supported by the top management of the company. But how to develop this leadership model? According to Carlos Rey, we are witnessing a transition from the individualistic leadership model (leader – follower framework) to the shared leadership model (leader – leaders framework). Because organisations are governed by systems, the shared model ensures that the vision, the values and the commitments are shared at all levels and permeate the whole organisation. In his turn, Carlos Vicente Alberto, Monsanto’s Director for Sustainability and International Relations in Europe explained how the company is managing its relations with the stakeholders and the focus on the role of employees in the organisation. Both speakers agree that it is necessary to break the barriers between different departments of the organisation in order to achieve firm-wide commitment, to promote the mission within the company and to project it outwards. One of the most important conclusions of the meeting was that it is necessary to align an organisation’s strategy with the stakeholders, based on the long-term vision and starting with internal stakeholders, most importantly, with the employees.


Categories

Tags

Scorecards in the 21st Century: How to Integrate Non-Financial Indicators

Published by Unai Admin

18/07/2025

Scorecards in the 21st Century: How to Integrate Non-Financial Indicators

Scorecards in the 21st Century: How to Integrate Non-Financial Indicators

Integration of non-financial indicators in scorecards and trying to understand the impact that this step may have on the business model in terms of strategic decision-making is the topic that was discussed today during the workshop titled Integration of Non-Financial Indicators in the Balanced Scorecard. According to the members of Corporate Excellence, financial indicators point to the results achieved in the past, while non-financial indicators (such as the reputation, the brand, customer satisfaction and commitment to the employees) may be indicative of the amount of wealth that will be generated in future. This was the starting point of the meeting, which attempted to combine theory and practice by developing non-financial indicators that could complement the financial ones and be included in the balanced scorecards of companies. Led by Enrique Carreras, Professor of the CEU – San Pablo University, participants reviewed the “reputation” construct and methods that are acceptable from the academic perspective for reputation management. These academically approved methods include RepTrak Pulse, praised for its simplicity and the capacity to involve different stakeholders in the measurement of reputation. In her turn, Macarena Estevez, the Director of the marketing consulting firm Conento, presented an in-depth overview of the characteristics, peculiarities and indicators of balanced scorecards. Balanced scorecards facilitate the decision-making process and control in companies. Conento’s Director emphasised the complexity of this business tool and noted that success depends on involving all divisions of the organisation in development and application of the balanced scorecard. The BBVA Case The practical perspective this time was contributed by BBVA. Maria Such, responsible for BBVA’s reputation and brand positioning, presented a project that was initiated by her company to integrate non-financial indicators (reputation, brand and experience, in this case). For two years the financial institution tried to demonstrate the impact of intangibles on its business model. Such concluded that there is a direct relationship between growth of non-financial indicators and business growth. According to Maria Such, this tool allows the reputation and brand department to identify the main drivers of value growth that affect the strategic decision-making process. Thus, BBVA is setting an example that may be followed by other members of Corporate Excellence that are just starting to work in this direction.


Categories

Tags

Presentación del libro: LIDERAZGO ESTRATÉGICO Y GESTIÓN DE LA COMUNICACIÓN

Published by Unai Admin

18/07/2025

Presentación del libro: LIDERAZGO ESTRATÉGICO Y GESTIÓN DE LA COMUNICACIÓN

At present, reputational risk is a strategic resource. The most complete organizational cultures with more evolved and honest leaders will apply it more easily, but even in the most dysfunctional and backward cultures you can find ways to optimize the management of reputational risk. Effective management of this risk suggests that in the near future companies will not only be able to mitigate their risks, but will transform these risks into opportunities and added value. The information circulates cosntante and is able to cause a crisis in a matter of seconds, the effective management of reputational risk has become a strategic imperative. What do we understand by risk? What is reputation? What is considered reputational risk? In this manual, different types of reputational risks are analyzed based on practical cases to answer these questions. Analyze who are the actors of reputational risk: those responsible for its management, on the one hand and those who participate in it, on the other. The work also includes a typology of strategies to manage reputational risk based on the maturity of the organization's risk management structure. In addition, it presents a list of tools that summarizes the functions and responsibilities of the key actors in reputational risk management. PROGRAM 10:00 Reception of assistants Networking coffee 10:30 Welcome Elena Gutiérrez García, Professor at the University of Navarra Ángel Alloza, CEO, Corporate Excellence - Center for Reputation Leadership 11:00 Book presentation: Strategic Leadership and communication management Presentations in English Anne Gregory, Professor of Corporate Communication, University of Huddersfield Paul Willis, Professor of Corporate Communication, University of Huddersfield. 12:00 Dialogue: Strategic leadership in the new economy of intangibles Moderator: Ángel Alloza, CEO, Corporate Excellence - Center for Reputation Leadership Participate: Anne Gregory, Professor of Corporate Communication, University of Huddersfield. Paul Willis, Professor of Corporate Communication, University of Huddersfield. Elena Gutiérrez García, Professor at the University of Navarra Antonio López, Honorary President, Association of Communication Managers 12:30 Book signing








Categories

Tags

Purpose-driven Organizations

Published by Unai Admin

18/07/2025



Categories

Tags

Purpose Strength Model®

Published by Unai Admin

18/07/2025



Categories

Tags

Introduction to Corporate Reputation Management

Published by Unai Admin

18/07/2025

Introduction to Corporate Reputation Management

Introduction to Corporate Reputation Management

--- This course is conducted in Spanish ---

Categories

Tags

Achieve the objectives in Public Affairs of your organization

Published by Unai Admin

18/07/2025

Achieve the objectives in Public Affairs of your organization

--- This course is conducted in Spanish ---The face-to-face bootcamp "Achieve your organization's objectives in Public Affairs", from Corporate Excellence - Center for Reputation Leadership and Political Intelligence, is aimed at professionals in the area of Institutional Relations and Public Affairs.It will allow you to improve your management, starting from the setting of strategic priorities and objectives, knowledge and day-to-day management of the relationship with stakeholders, as well as the search and management of spaces for collaboration with public institutions and actions of reinforcement of their Public Affairs strategies through Policy Comms actions.

Categories

Tags

Página

of 3

arrow_drop_down