On the Road Thought Leadership

On the Road Thought Leadership

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  On the Roadto Thought Leadership Building An Organisation with a Point of View Bolaji Okusaga
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  Building An Organisationwith a Point of View 1. The Building Blocks
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  Seeking to CrashInto Public Consciousness? Criticism or controversy Trends or change The new, unusual or different What makes news?
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  Where Are theGaps? Uniqueness of Corporate Personality Insight into a “hot” issue Access to management/leadership on trending topics and new insights Up to date Info on new products/ company initiatives
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  Strategic Imperatives Drive growthand increase presence and insulate business from market and regulatory shocks Become Industry Leaders in innovation and new trends
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  Assumptions and StrategicBasis for TL 4. GLOBAL ACCESS Our Stakeholders do business “across borders” and across countries. They need an Organisation that has global reach and local knowledge can help develop Country, Community and Industry. 3. INNOVATION Each Stakeholder Group has unique needs. They seek an organisation that is innovative and serves a need beyond the service or product which it produces 2. RESPONSIVENESS Stakeholders need to see Corporate Organisations as very responsive to their needs. 1. EXPERTISE Stakeholders seek deep expertise. Corporate organizations are replete with Best Practice Insights and Organisation capabilities. What do the Critical Stakeholders in our Operating Environment Really Want? How do we play the champion?
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  Need for aThought Leadership Strategy Focus Message On Priority Targets Reach-out to Critical Stakeholders Enhance Reputation through Direct Interaction Political and Social Environment Enabling Laws, statues and regulations Operating Environment and basis of operations Rise of Pressure Groups and Watch-Dogs Social Resistance Positioning the Organisation’s Point of View
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  Bridging the Gaps Introducingthought leadership? Create larger-than-life image of company Industry spokesperson Dialogue with target audiences Boost News Coverage Publicly advocate company’s interests Translate a non- story (launch, soft announcement) into coverage
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  The Why? Need torev-up awareness for the brand Need to Strengthen Corporate Positioning and SOV Need to raise share of voice in the Business Community Softly Project Offering Use Thematic Conversations Deploy Multi-level Engagements
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  The Opportunities The Process •Raise the game in Corporate Positioning and Business Engagement The Projection • Creation of Offline and Online Platforms for interactions and conversations The Substance • Leverage Financial Inclusion as a platform to deepen knowledge of offerings and advantages Adopt a Campaign Approach to Corporate Marketing Create market excitement around new Trends and Innovations
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  Building An Organisationwith a Point of View 2. Defining Thought Leadership
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  Definitions of ThoughtLeadership Joel Kurtzman • New ways of thinking about new concerns • Thought Leadership is not just furthering knowledge - its about furthering discussions that lead to action Michael Brenner • A type of content marketing where you tap into the talent, experience and passion inside your business, or from your community , to consistently answer the biggest questions on the minds of your target audience, on a particular topic Forrester • The process of formulating big ideas on the issues your buyers face, capturing those ideas in multiple content vehicles, to enlighten, engage and position company as a trusted resource
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  Types of ThoughtLeadership Organisational Thought Leadership This applies to how Organisations lead discussions on New Insights, Change and Innovation Individual Thought Leadership This leverages the use of knowledge and insights by an individual to deliver innovative and game- changing conversations
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  Features of TL INNOVATION •Distinctive Perspective • Futuristic RELEVANCE • Probing Questions • Aligning with the needs of the Audience ACTIONABLE • Disruptive Agenda • That confers Competitive Advantage
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  Building An Organisationwith a Point of View 3. Leading the Process
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  Which Direction AreWe Taking? Activities Calendar Management Platform Selection Opportunities Identification and Ideation Agreement Signing and Announcement Of Partners Funding and Project Planning
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  Leading the Way Senda clear and consistent message on our Corporate Goals and Strategic Initiatives. Share Best Practice across critical markets and stakeholder groups. Position Right for incremental revenue growth. Accelerate business continuity and expansion.
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  Achieving Thought Leadership •Who are we speaking to? Identify your Target • On what platforms are we speaking to them? Develop your Platform • What are we saying to them? Engage your Audience • What impact are we obtaining Assess the Result
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  Platforms EconomicSocial Innovation / New Development Thought Leadership Influence andAdvocacy Inform Critical StakeholdersEducate the Market
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  • Defines -Who We Are. • Describes - What We Do. • Identifies - How We Do It. • Highlights - How We Are Relevant Within the Marketplace. • Drives consistent Messaging – across Stakeholder Groups • Influence using our Social, Economic and Human Development Contributions and Initiatives • Share Our Best Practice • Enable Stakeholders to better understand us DIRECTION IMPACT Planning
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  Operationalising the Plan Keythrust of corporate position may be anchored on the following: Innovation Stretching the Norm Bursting an old view or process New Trends The Ways of Doing Things Emerging Tradition New Discovery Scientific Management Process / Perspective
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  Bringing it Together:Creative Story-Telling Creative Story- Telling Branded Content EventsInterviews • Smartly Offline and Online in service of Story-Telling: • Train the team to curate corporate position and create original content • Monitor mentions of Company and keywords: • Respond to mentions directly using tools and dashboards • Measure results.
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  Thank You