Gagen Blog

Part 3 of 3: In this third entry, we strive to introduce several important activities CCOs and their teams can undertake to help drive culture change. While no two culture change efforts are alike, and every company’s current efforts exist at different levels of maturity, these recommendations aim to provide activities that are universally relevant. Whether your organization is undergoing a massive culture transformation or simply nurturing a gentle evolution, these are activities that will benefit your performance.

Part 2 of 3: To most effectively shape cultures and drive culture change going forward, CCOs need to expand on their abilities as connectors. Our true power in shaping culture will rest as much in our ability to assemble coalitions and bring emotional intelligence, intuition and investigatory skills to cross-functional partnerships as it will in our ability to craft messages or develop visual and video collateral. We explore several principles and skills required for CCOs to shape, lead and drive culture change.

Part 1 of 3: It’s amazing how much management philosophy can change over just the course of a generation. With the exception of a few notable companies, 20 years ago, corporate culture was an afterthought. While most executives focused on priorities such as strategy, finances and operations, culture was a secondary concern relegated to HR (if anyone tended to it at all). It languished or grew in unruly ways. Either way, performance suffered and few understood why. My, how things have changed! Today, culture ranks as a top concern for CEOs and other corporate executives, and is increasingly seen as the pendulum on which results swing.

Many of us began our careers during a time when executives viewed corporate communication’s responsibility as “controlling the message”: writing memos, drafting press releases and presentations, pitching and responding to journalists, and planning events. These activities were all necessary and important, and while we knew we were providing value beyond these deliverables, our ability to do them quickly, and at a high level of quality, made us valuable. This value gave us power. But power is changing.

We’re all taking note of the fundamental changes occurring in technology, geopolitics and culture that are driving significant change for corporations today—how we collaborate, how we communicate, and even how our organizations are structured. In this article, we explore the state of business transformation through nine compelling stats.

PRWeek has named Gagen MacDonald CIO and Managing Director Molly Rauzi a 2019 Woman to Watch. The award celebrates inspiring women, nominated by their peers and colleagues, who set a higher standard of achievement within their organizations.

These five critical success factors will help you decide. One of the most important trends in business over the past several years has been the growing focus on the employee value proposition (EVP). Companies of various industries, sizes and cultures are eager to set themselves apart as employers of choice in what is becoming an increasingly competitive market for top talent.

As anyone from soybean farmers to Facebook and Qualcomm executives can attest, in 12 months, business circumstances can change in radical ways. As we close out this volatile year and head into 2019, there is no doubt that disruptive forces will only gain steam. Looking ahead to the new year, three trends are going to require increased corporate leadership attention.

Gagen MacDonald had the privilege of sponsoring The Conference Board’s change communications seminar on December 11-12 in New York City. In our pre-seminar survey, just 39 percent of attendees said their organizations are effective at inspiring employees in our era of ongoing transformation. These executives came eager to learn how to energize a diverse workforce…

Leaders promoting change in their organizations often encounter roadblocks and employee resistance. Gagen MacDonald’s proprietary research provides the most recent and pointed confirmation of a trend many leaders understand intuitively: change fatigue is real and pervasive.