In the upcoming Arthur W. Page Society New CCO podcast, MillerCoors CCO Pete Marino talks about the company’s internal video channel MCTV, among other topics. PR News was provided an advance copy. In an interview with us, Marino expands on MCTV as well as what keeps him up at nights.
If the lines between paid, owned and earned media have become blurred, why is the internal structure at most organizations still so linear? In this commentary, Brooks Thomas, social business advisor with Southwest Airlines, argues for a more integrated approach and provides four tips for smaller organizations looking to bust down the silos between those three types of content.
Uber is facing another PR crisis after a June 13 sexist boardroom exchange led to the ouster of board member David Bonderman. This shows Uber’s discriminatory culture is still deeply ingrained at the highest levels, according to Jessica Fish, senior consultant at Leader Networks. And the incident serves as a reminder for communicators to examine their own personal beliefs and workplaces for implicit and unconscious biases about race and gender long before they are exposed in a public setting.
A memo that reads,”For your eyes only?” Not in showbiz. On May 10, Chicago media blog RobertFeder.com leaked a harshly worded internal memo sent by talk show host Steve Harvey to all “Steve Harvey Show” employees at the start of this year’s season. The memo airs Harvey’s grievances around a lack of privacy on set and requires employees to make an appointment with Harvey prior to any direct contact. “IF YOU OPEN MY DOOR, EXPECT TO BE REMOVED,” the memo reads, before listing several other studio locations Harvey claims to be regularly “ambush[ed]” by NBC staff.
President Trump’s dismissal of James Comey as director of the F.B.I. May 9 would have been highly controversial no matter how it happened. But how to work within a scenario like that to ameliorate stakeholder dissatisfaction is a major facet of what we as communicators should practice—and it’s a facet that seems to have been neglected by the administration’s communications arm.
In this second of a three-part series about the PR pro’s role in communicating change, the author discusses how to assess what attitudes your stakeholders have regarding change. This is easier said than done as attitudes likely will differ between groups of stakeholders, regions and professions. Owing to its importance and sensitivity, change requires communication that is multi-dimensional. This is a time for two-way communication.
Chili’s restaurants served over 200,000 free meals to veterans on Veterans Day. One of those meals went very, very poorly, and now the restaurant chain is in a worse position than if it had never undertaken the effort in the first place. What went wrong? An act of kindness to veterans should have been non-controversial.
Toshiba America Medical Systems, Inc. (TAMS) struggled with ensuring integration. As I’m certain you know, in a fast-paced environment it’s very easy to get caught up in your projects and fail to consider integration, or much of anything besides your immediate team. Over the past five years TAMS has implemented processes that have helped—dare I say forced—its marketing organization to integrate. Here’s how TAMS did it.
The second part of a two-part series about building an employee intranet. This part of the article deals with the actual build and design of the system and why it’s important to keep a beta user team and your C-suite advocates briefed.
Those outside the corporate world can be blissfully unaware of how unwieldy a corporation can be, especially when it comes to getting new initiatives implemented and everyone on board, paddling in the same direction. But effecting change across large organizations is more often like slaloming the Titanic through a gantlet of icebergs. The lurking danger, just under the surface, is lack of communication.