Monday, May 29, 2006

For most people, their understanding of an organisation is heavily mediated by the impression they have taken from the Internet.


One way of identifying the information people seek about an organisation is to see what they search for online.


One might seek to identify the extent to which a public may seek information about a generic interest and a specific company. Using new tools like Google Trends access to such interest is now relatively easy.  For example:


astra zeneca    astrazeneca    pharmaceutical   



In this case there is a correlation showing that people associated the company with its industry sector (pharmaceuticals).


The extent to which the company is searched for by the public and mentioned in the press is less clear (and is a comparison of coverage for a relatively small media sample).


This means that in identifying stakeholders, establishing their relative significance, identifying the extent to which stakeholder issues are significant can be examined for to gain broad understanding at an early stage in analysis.


There is a further application that aids efforts in developing capability for valuing relationships which has commercial financial significance as well.


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Friday, May 26, 2006

A new paper on stakeholedr management

I am grateful to Keith Jackson for reminding me about the Brad Rawlins paper at The Institute for Public Relations web site.


This paper is a good round up of the current debate about Stakeholder management. It attempts to differentiate between Stakeholder theory and the PR theory.


The interesting part for me is his issue about how to identify stakeholders. This is what Jon White and I have been doing with The Clarity Concept for some time.


I have some issues with the suggestion that all stakeholders should be included in stakeholder mapping.


Our experience is that a typical board of directors will identify dozens of stakeholders which is well beyond the management capabilities of most organisation to manage.


It is only in prioritising the relative significance of stakeholders that resources can be reasonably be deployed.


I like the arguments about priorities. But that is for another post


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Friday, May 05, 2006

Bankruptcies up 50% in the UK - Brown: "we have got to show in the next few days that we have sorted these problems out"

The British government slipped out devastating news for many companies today.

Hidden in the news of re-shuffle and local election results government spin doctors slipped out more bad news today.

Company bankruptcies of 1,428 compulsory liquidations, an increase of 11.0% on the previous quarter and an increase of 29.5% over the same period last year will have dashed the hopes of many business people this year and 15,389 personal bankruptcies, an increase of 12.5% on the previous quarter and an increase of 51.2% on the corresponding quarter of the previous year are announced on the same day that the chancellor of the exchequer said: "We have got to (resolve our problems) competently, efficiently, and we have got to show in the next few days -- not just the next few weeks -- that we have sorted these problems out," he told BBC radio.

National Health Service 'burying bad news'

UK Stakeholders affected by the Department of Health are not working well together.

With "seven out of ten GPs not providing their own out of hours services and standards slipping", a new stakeholder has been added to the patients, GP's, primary care trusts (PCTs) mix.

Enter the National Audit Office (NAO) to improve the efficiency of evening and weekend GP cover.

Health Minister Lord Warner, slipped the news that the NHS is failing in Jo More Style (a good day to bury bad news) announcement on the Government's News Network site today.

While media attention is focused on local elections and the government re-shuffle, the announcement came at a time when The Secretary of Health Patricia Hewitt slipped out from under the Bliar 'day of the long knives' to be spared the same dismissal as her cabinet colleagues.