Posts Tagged ‘thought leader’

Dove’s thought leadership platform changes face of advertising

Dove's FB campaign shows how thought leadership can drive innovation across a variety of platforms

Despite the obvious benefits, the beauty of a great thought leadership campaign is the spin off it can create for that person or the brand.

Take Dove for example.  Their Campaign for Real Beauty is one of the best examples of a consumer thought leadership campaign I
have seen (see the case study I wrote up about it here).  It has spawned a content-rich environment for them around this topic to such a degree that they pretty much ‘own’ the discussions around real beauty.

Dove displays innovation driven by their thought leadership position

Their next move announced this week is brilliant – a ‘Dove ad makeover’ Facebook app, which allows Facebook users to displace existing advertising messages on their pages with positive ads from Dove.

This is great innovation driven by a thought leadership position on real beauty.

Check this brief You Tube clip out to get the idea http://www.youtube.com/watch?v=zhI3Wzs2gJA&feature=player_embedded

I’d be interested in your thoughts.

 I’m a director at Sydney-based, Cannings Corporate Communications.  Please check out my book: Brand Stand: seven steps
to thought leadership,  follow me on twitter @thoughtstrategy or join me on LinkedIn.

Water your thought leadership this way and watch it grow

The Adventure Project is a not for profit which had one chance to get a $25,000 matching grant to help bring clean water and jobs to India.  What I love about Becky Straw and Jody Landers’ story are the simple lessons they provide for anyone wanting to be a successful thought leader.

Did they achieve their objective – you’ll have to read on to see…

But what they did provide for me are four telling tips for people wanting to be thought leaders.

Provide your audience with a great solution

Apparently over 30% of the wells in India and Africa are broken. Most wells break within the first two years, and there are no mechanics or spare parts to fix them. It was this problem that drove The Adventure Project to come up with the following solution:

“We created a partnership with Water for People, with a goal of helping them to hire and train 186 well mechanics in rural India. Once those mechanics are trained and working, they can sustainably provide clean water for 930,000 people.”

Thought leadership thrives on simple messages

In order to address this solution, Becky and Jody came up with a simple, singular and powerful message for their fund raising efforts:

“It only takes $550 dollars for you to help one person to become a well mechanic in India. That person will receive the tools and training to maintain 50 wells, ensuring clean, sustainable water for 5,000 people.

“Obviously, there’s a lot more to this business model, but we didn’t want to bog down the reader with everything but the kitchen sink. We wanted individuals to feel empowered by a simple solution and understand the basic facts.”

Thought leaders know their audience

Did Becky and Jody know their audience?

Damn right they did:

With only 1,600 email subscribers and 2,000 donors they had to reach people personally.  They knew that their best responses come from emailing people directly and while this is time consuming, it was worth it. The night before World Water Day they enlisted 200 people who agreed to blog or share their message online.

These 200 people were the key drivers behind the campaign’s reach and were responsible for $14,000 in donations through their personal fundraising pages.

What I like about Jody and Becky’s approach with their audience is that they made it personal.  No spray and pray here.

Thought leaders provide the tools to share

Becky and Jody created an assets page that included banner ads, facts about the issue, sample tweets, and even a button to a Pinterest board full of water images.

The goal was to make it easy for their supporters to grab and share the message. On World Water Day they had three interns thank donors via email, while attaching a Facebook cover image. This was to make donors feel appreciated and part of our team.

The end result

So did Becky and Jody get there?

You bet – by 11 p.m. they crossed the $25,000 mark which triggered a matching grant from TPRF.  Over 500 individuals contributed.

The $50,000 they raised will create 100 jobs for future well mechanics, bringing sustainable water to nearly half a million people in rural India.

Great work and some wonderful lessons for aspiring thought leaders.

Hi, I’m a director at Sydney-based, Cannings Corporate Communications.  Please check out my book: Brand Stand: seven steps to thought leadership,  follow me on twitter @thoughtstrategy or join me on LinkedIn.

Booz & Co share their thought leadership insights

Barry Jaruzelski from Booz & Co shares his insights on their thought leadership program

The Economist called the Global Innovation 1000 “the most comprehensive assessment of the relationship between R&D investment and corporate performance,” and
Tom Peters praised it as a “provocative, research-based article that is
sure to get you thinking.”

I have long been an admirer of Booz&Co’s thought leadership work around their Innovation 1000 project.  For two years they were voted as generating the best thought leadership across all professional services firms according to Source for Consulting.

So I took the liberty of approaching Barry Jaruzelski who heads up the program to ask him a few questions about it.  This is what he had to say:

1. First off could you give a brief overview of Booz & Company’s Innovation thought leadership campaign?

Every year since 2005, Booz & Company has conducted the Global Innovation 1000 study, which investigates the relationship between how much companies invest in R&D and their overall financial performance — and every year, we reinforce the core conclusion that there is no statistically significant correlation between the two.

The study examines the R&D spending of the 1,000 largest public companies and also explores a particular “deep dive” topic on innovation.  The Innovation 1000 study serves as an umbrella for a range of other viewpoints, articles, and conference and
university speaking engagements on innovation.

We release the results in October of each year to the public via a press release, targeted media outreach and distribution to our client community.   In addition, at launch we conduct a series of webinars for our firm’s alumni, study participants, and clients.

2. Please explain the business rationale behind Booz & Company’s focus on a thought leadership platform
and why Innovation was chosen as a topic?

As a firm, we have had a 60 plus year commitment to consulting on innovation, starting with a seminal article in 1950 in the Harvard Business Review which defined the concept of the Product Life Cycle for the first time.  We conduct a wide variety of engagements and research on product development process improvement, R&D strategy, engineering effectiveness, and innovation organization for a broad range of clients.

Innovation is one of the eight core functional client service areas that we offer across our full range of industry groups.  The Innovation 1000 study is a conversation starter with senior executives and serves as an umbrella for a wide range of intellectual capital on various aspects of innovation.

This study is important because it both builds our profile and builds our knowledge bank.

3. What business objectives did you/do you put in place, how do you measure them and how is your thought leadership campaign delivering on these?

In broad terms, we expect this study to achieve the following objectives:

1)  Place Booz & Company in top tier business media worldwide  as a leader in innovation thinking and research.  In order to
evaluate our campaign we track media coverage , social media mentions, traffic to booz.com and strategy-business.com .
The study is cited each year in nearly 200 publications around the globe, spanning 27 countries.

2)  Provide an effective vehicle to interest and engage clients and prospective clients. This is more difficult to track and measure, but we try to track the interest, leads and sales we generate that are directly and/or indirectly related to Innovation 1000.

3)  Help secure  speaking engagements –  We track this in comparison to targets and the number of speaking engagements in prior years.

4. How do you ensure audience relevance in what you are publishing / researching?

Each year, we begin with a set of “candidate” subject focus areas which are discussed among a diverse set of partners and principals from various practice groups. The subject areas are debated for macro relevance, interest among clients and
overall feasibility.  Every year we also discuss potential topics with clients and invite them to participate in the research via interviews on the “deep dive” topic.

5. What’s the biggest change you’ve seen in your thought leadership over the past few years?

We now spend much more time translating each piece of thought leadership into multiple formats to reach a wider variety of audiences more effectively.  This includes translating our ideas into multi-media, social media and media-friendly formats.

There is such a barrage of information that our clients and audiences face that we have to work harder to stand out, attract attention and ensure our “big ideas” get heard. As well, while we still generate an incredibly extensive amount of IC, we are even more strategic about our focus areas and resource allocation. What hasn’t changed is our focus on thought leadership as a critical area of differentiation for our firm. The company White Space actually tracks the intellectual capital efforts of the consulting
industry and it has has rated Booz & Company #1 in Thought Leadership for the past two consecutive years. This is an honor we are extremely proud to achieve.

6. What have been some of the spinoffs of your focus on innovation?  These could be internal (within Booz & Company) or external.

We have received invitations to write bylined or guest articles in other publications and to join advisory boards of clients and innovation-related associations (e.g. PDMA)

7. Given your experience, what are some of the tips you can share in terms of arriving at and getting a thought
leadership program off the ground?

Build a smart and strong team that is consistently committed to “putting in the work” over a number of years to build name recognition and profile.

Ensure that certain elements of your program are repeatable so you can scale and build success that you can recreate annually.  And perhaps most importantly, do not over reach and create a program that collapses under its own weight after just one year
because it is too ambitious and demanding to sustain.

Take the long view and build something that is sustainable and focused on quality.

8. What have been the top three outcomes of Booz & Company’s thought leadership campaign?

1)  Top Tier media coverage globally, client interest and engagements

2)  Building a strong brand as a firm with proven expertise in innovation (from ideation to process to execution and everything in between)

3) Being ranked as one of the top firms in innovation consulting

How many levels of thought leadership are there?

Philosophers fit at one level of thought leadership but what are the others?

Intuitively one senses that there are different levels of thought leadership.  After all how do you compare Mahatma Gandhi,
Steve Jobs, Khalil Gibran or the IBM Smarter Planet campaign on the same level when it comes to thought leadership?

While there will most certainly be similar characteristics they are fundamentally different.

It was a response from Dr Liz Alexander to one of my recent posts that really got me thinking about this.  She has been playing
around with a three-tier concept of thought leadership which she’s very kindly allowed me to share here. However, I have added one of my own and I’d be interested in your thoughts:

1. The Philosophers — Liz says that these are the meta-thinkers and in her mind, the really true thought leaders. In the environment that Nassim Nicholas Taleb, in his book The Black Swan, refers to as “Extremistan” (the place we live in today and will always do so as life becomes more complex and faster paced) they are better placed than most since they tend to occupy academia (like Clayton Christensen or the co-authors of Blue Ocean Strategy) or the highest realms of corporate leadership. In
Extremistan, so Taleb points out, “it takes a long time to know what’s going on” and “it’s hard to predict things from past information.” You need time, patience, the right environment, and a fixation on “why” questions to successfully navigate this terrain.

Their focus is on change at a societal level. Not for them the superficial questions of “how are we going to be more
innovative or more productive?”

2. The Problem-Solvers - Liz describes them as consultants and in-house thinkers who operate at a secondary level of thought leadership. Their focus is less high-brow than the philosophers but they are still concerned with change (hence they still deserve the “leadership” status)…only their issues are at an industry level. They’re the ones asking the “what?” questions.

3. The Practitioners – According to Liz these are the wannabe thought leaders.  She maintains they operate more like “thought managers”.  She questions the quality of their thinking.  Why? Because she maintains they are merely content marketers, curators or those masquerading as “leaders”.

They ask “how” questions and are less likely to hit upon anything monumental because of their focus on incrementally improving what we already know.

But I have another to add:

4. The Innovators – these are people or groups who truly are innovative with their thoughts and their actions.  Think of Steve Jobs, Bill Gates, Sir Isaac Newton, Galileo, Da Vinci and the list goes on.
They not only think and solve problems but they literally reframe our very being, the way we think, communicate and work.  They lead the market.  They go beyond the problem solvers, who typically operate at the level of addressing issues and challenges
faced by their market.

Innovators break the mould and create totally new discussions and paradigms e.g.  they are the ones who invent the car when everyone else is thinking about faster horses.

Liz says that what differentiates these three groups (now four with my Innovators) is not just the goals they have and the questions they ask but the qualitative difference in their thought processes.

I look forward to Liz’ further thinking on this which will be published in the book she is currently writing.

Craig Badings is a director at Sydney-based, Cannings Corporate Communications.  He is the author of “Brand Stand: seven steps to thought leadership” and the blog www.thoughtleadershipstrategy.net/ You can follow him on twitter @thoughtstrategy or join him on LinkedIn.

The top thought leadership tips for communicators

If you are a communicator, work in public relations, marketing or communications you are bound to have heard of or are deeply involved in thought leadership marketing.

Some people groan at the mention of the word probably because every opinion is labelled thought leadership.  But if used strategically, it is one of the most powerful communication tools available to marketers.  Like any marketing discipline, however, there are some things that work and others that don’t.

Through years of exploring, writing, speaking and consulting about thought leadership, this is what I have gleaned from thought leaders themselves or individuals who are responsible for multi-faceted local and global thought leadership campaigns.

I have distilled these learnings into six points.

Client centric - Experienced thought leaders will tell you to make sure your content is first and foremost client centric and that it delivers new and relevant insights.  Product-speak and brand centricity is the death knell of thought leadership.

Short content is good - People no longer want long reports.  They want executive summaries highlighting the key points pertinent to them.  Infograms are a great way to present information – it’s easy to digest and delivers your point of view in a visual story board.

Re-use and re-purpose content - A lot of work, resource, time and effort go into producing your material.  Make sure you are leveraging it every way possible i.e. if it is research or a report, ask if it can it be segmented into mini-sector reports or key topic areas and release it over time.

Also think about if and how you can news-jack.  This involves looking for opportunities in the daily media into which you can inject your point of view.  Relevance is obviously key.

Start small, think big, think new, adapt quickly - Don’t start off with a massive production,  you are probably biting off more than you can chew.  Find something on which you can act nimbly, something relevant to the challenges facing your target audience and then deliver some new insights on these challenges.

Ideally it should be a long-term play.  The best thought leadership I have seen has run for five years or longer and has been adapted to change with the times.

Make it part of the business culture - If it is not owned from the CEO through to marketing and sales it is not going to gain the traction you want.  True thought leadership is about empowering the business and all of those in it.

It is the sharpest tool in building eminence - Those who are using it well all agree that is the best tool for building eminence for their brand and it is the best brand differentiator they have.  Critically it enables you to have conversations and to engage with your audience in a way your competitors cannot.

In the process you build that all important characteristic – trust.

Craig Badings is a director at Sydney-based, Cannings Corporate Communications.  He is the author of “Brand Stand:
seven steps to thought leadership” You can follow him on twitter @thoughtstrategy or join him on LinkedIn.

12 experts on the key thought leadership trends for 2012 – content curation

The overwhelming sense from these experts is that content curation alone does not lead to thought leadership

I asked 12 people who I consider to be leading global commentators on thought leadership as well as a couple who have produced some amazing thought leadership programs in-house over the years to comment on four critical thought leadership questions for 2012.

Inspired by their answers I couldn’t help chipping in with my own thoughts.

As a result of the overwhelmingly positive response, I have split the interviews into four different posts – one post per question.

In the New Year I will make available an e book containing all the answers.

Interviewees include: Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt, Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aaasmundsen and me.

This is the last post in the series and it covers their answers to question four:

Question four: Can content curation alone turn an individual or company
into a thought leader?

Bob Buday, president of Bloom Group LLC, a firm that helps professional services and other B2B companies gain market leadership through thought leadership (http://www.bloomgroup.com)

“No – especially if all you do is collect articles. There are tons of automated ways to do it without a human intermediary – Twitter feeds, Google alerts, etc.

“At the very least, content curators need to provide more value to readers than simply identifying and collecting content on a topic. They need to explain why some piece of content is worth someone’s time – what new light it sheds.

“Yet still, even if you add that kind of value – providing commentary on interesting content – playing the role of content curator doesn’t go far enough to demonstrate that you are a leading expert on a topic.

“All to say there are no short cuts in becoming a thought leader.”

Erica Klein, Thought Leadership Writer and Strategist Specializing in Financial and Technology Companies(http://www.ThoughtLeadershipWriter.com)

“This may be totally self-serving on my part, but I think aggregating content marks a company as a “me too” provider and not a distinctive brand able to offer prospects and customers real, quantifiable value.

“True thought leadership can do so much more for a company than round up content at the OK Corral!”

Matt Church, founder of the Global Thought Leaders Movement and creator of the Million Dollar Expert Program. He is the author of 5 books including Thought Leaders and his latest Sell Your Thoughts (http://www.mattchurch.com)

“In the next 36 months maybe.  But after that those who synthesise, aggregate and curate Thought Leadership will lose position. It’s about extending the conversations or contradicting them. This means you have to go beyond ‘here is a good idea’ and start to say ‘here is what I think about X idea’.

“It’s about contribution and contradiction as ways of extending an idea.  A reader reads a book and goes ‘cool’, a curator reads an idea and goes ‘how can I share that?’ a Thought Leader reads an idea and goes ‘What do I think about that?’

Elizabeth Sosnow, managing director of Bliss PR a business-to-business strategic public relations and marketing communications firm based in New York City (http://www.blisspr.com)

“I love this question – it’s one I’ve debated myself.  I think the short answer is “yes,” but the long answer is “no.”

“In the short term, curation is a way to signal to your audience that you understand industry trends and “what’s ahead.”  However, longer term, curation signals a “me, too” marketing posture.

“True thought leadership requires differentiation to succeed, so curation just isn’t enough.”

Jeff Ernst, is the Principal Analyst, serving CMO and Marketing Leadership Professionals at Forrester Research and is probably best described as a thought leader in B2B marketing and sales strategy(http://www.forrester.com/rb/analyst/jeff_ernst)

“No, content curation alone is not enough to be a true thought leader.

“For people to trust you to curate or filter content for them, they need to already view you as an authority and trust that you are able to filter through the noise to deliver the content that is most useful to them.

“At minimum, as you curate content, you need to be providing your perspectives on the content you are delivering. But ideally, you need a steady stream of your own fresh ideas and perspectives, while using content curation to supplement that.”

David Meerman Scott is one of the pre-eminent thought leaders on PR and marketing. He is a marketing strategist, keynote speaker, seminar leader, and author of the #1 bestseller The New Rules of Marketing & PR (which has been published in 26 languages) and the Wall Street Journal bestseller Real-Time Marketing & PR. He recently launched his new online book: “Newsjacking: How to Inject Your Ideas into a Breaking News Story and Generate Tons of Media Coverage”. (http://www.davidmeermanscott.com/)

“No.  While content that is interesting will be passed on, I am a perfect example as I tweet interesting content, however, some
component of original content is important.

“Content simply created by others is not nearly as valuable.”

Dale Bryce is the group manager marketing for Sinclair Knight Merz (SKM), a global strategic consulting, engineering and project delivery firm. He has been instrumental in their successful ‘client first’ thought leadership approach (http://www.skmconsulting.com/Home/)

“Content curation is an essential ingredient in the overall mix that is thought leadership.

“Great content needs to be relevant of course but it should act as a social lubricant for engagement with an audience. Ideally content is just the conversation starter; a catalyst to a real dialogue about how people might react and respond to the idea just placed on the metaphorical table. And from that first conversation, big things can come….!”

Marte Semb Aasmundsen, graduated this month with her MSc Strategic Public Relations and Communications
Management at The University of Stirling in the UK.  Her thesis was on thought leadership.

“No, I don’t think so.

“I think content curation may perhaps be a reason why critics are inveighing against thought leadership in the first place.

“Of course it is a useful way of identifying and re-branding an issue. But I think the trend will be to move towards more sophisticated thought leadership initiatives. For that to happen, a thought leader must be authentic.

“Authenticity, transparency and trust are values that will become even more important in the coming years.”

Britton Manasco is the founder of Manasco Marketing Partners which specializes in creating thought leadership marketing and sales enablement solutions. Britton produces a thought leadership strategy blog Illuminating the Future and the executive journal, Elevation Quarterly. (http://www.brittonmanasco.com/)

“Yes, but only if they are a skilled curator.

“Among other things, I have billed myself as a “connoisseur of contrarians.” I seek out unexpected perspectives and provocative points of view. By tapping into their contrarian insights of others, I’m able to generate content for my clients that truly resonates with their customers.

“I’m thrilled that I can get paid to do it.”

Rob Leavitt is a B2B marketing strategist, specializing in issues-based marketing. He is currently Director of Thought Leadership at PTC, a $1 billion enterprise software firm. (http://www.reputationtorevenue.com/)

“Definitely not.

“Curation is useful both internally (for education and customer/competitive/market perspective) and externally (to build interest, traffic, and credibility) but it is no substitute for your own content and conversation that provide strong and different points of view.

“I’m all for curation initiatives but strictly as a complement to your own more substantial research, publications, and presentations. Done well (which itself requires a great deal of work), curation can help you become a useful and valued resource for information and ideas, but if they are not your own ideas you are still not a thought leader.”

Dana VanDen Heuvel is a marketing consultant, author and speaker. He is a recognized expert on blogging, podcasting, RSS, Internet communities and interactive marketing trends and best practices as well as thought leadership (http://www.marketingsavant.com/)

“No, it can’t.

“I’ve seen a lot of back and forth on Twitter this year about this, but at the end of the day, curation is helpful and even essential.

“I often tell my clients that the best leaders don’t always have the answers, but they know where to get them, which is how the thought leader should approach curation.  Know where to get good content, know who to trust and know what your audience values but never think for a second that curation = thought leadership.

“The Bloom Group has articulated, what I believe, to be one of the staples in thought leadership discipline with their “seven fundamentals of a thought leadership point of view”, which every would-be thought leader should use to check their work. Moreover, “novelty”, that is, saying something new about an issue and “validity”, having proof, are two of the most critical points of a thought leadership position.

“Curation satisfies neither of those.”

Craig Badings – author of this blog and the book “Brand Stand: seven steps to thought leadership”, and a consultant at Sydney-based Cannings Corporate Communications.

“Find me one recognised thought leader who has attained their position as a result of curating content only.

“If you can I will be convinced that content curation can create thought leaders.

“The very nature of the term ’thought leadership’ implies original, creative or innovative thought.  In contrast, curating content implies that you are not the original generator of that content and therefore cannot claim to be a thought leader off the back of it.

“That said, I believe that curated content can play a very important role in supporting and informing a thought leadership content program. Furthermore, if the person curating the content arrives at new ideas or insights as a result of that content then it could be construed as thought leadership.”

Please download my free e book top right of this page. Follow me on twitter @thoughtstrategy and join me on LinkedIn.

12 experts on the key thought leadership trends for 2012 – outcomes

Thought leadership can deliver great outcomes

I asked 12 people who I consider to be leading global commentators on thought leadership as well as a couple who have produced some amazing thought leadership programs in-house over the years to comment on four critical thought leadership questions for 2012.

Inspired by their answers I couldn’t help chipping in with my own thoughts.

As a result of the overwhelmingly positive response, I have split the interviews into four different posts – one post per question.

In the New Year I will make available an e book containing all the answers.

Interviewees include: Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt, Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aaasmundsen and me.

This post covers their answers to question three:

Question three: What are the top three outcomes of a thought leadership
campaign?

 Bob Buday, president of Bloom Group LLC, a firm that helps professional services and other B2B companies gain market leadership through thought leadership (http://www.bloomgroup.com)

“One, increased awareness by your target audience that your firm possesses some expertise and a higher number of inquiries about it .

“Two, higher and faster close rates because of the ability to far better demonstrate to a prospect that you indeed do have the expertise you claim to have.

“Three, higher fees because of the ability to differentiate your expertise, and thus higher and more profitable revenue from your work.”

Erica Klein, Thought Leadership Writer and Strategist Specializing in Financial and Technology Companies(http://www.ThoughtLeadershipWriter.com)

“For my financial and technology clients, the most sought-after outcomes are:

“One, generating revenue from both new prospects and existing customers.

“Two, building reputation and brand as insightful, innovative thinkers, and lest we forget, three, establishing
the boss as a thought leader!”

Matt Church, founder of the Global Thought Leaders Movement and creator of the Million Dollar Expert Program. He is the author of 5 books including Thought Leaders and his latest Sell Your Thoughts http://www.mattchurch.com)

“One, talent retention, attraction and development.

“Two, business growth through positioning activities in the marketplace.

“Three, innovation around process and professional subject matter expertise.”

Elizabeth Sosnow, managing director of Bliss PR a business-to-business strategic public relations and marketing communications firm based in New York City (http://www.blisspr.com)

“One, new or deepened relationships with prospects or customers.

“Two, better defined competitive positioning.

“Three, holistic “glue” that integrates previously siloed marketing programs.”

Jeff Ernst, is the Principal Analyst, serving CMO and Marketing Leadership Professionals at Forrester Research and is probably best described as a thought leader in B2B marketing and sales strategy (http://www.forrester.com/rb/analyst/jeff_ernst)

“When you go from thinking of thought leadership as a campaign to thinking of it as a cornerstone of your go-to-market strategy, you can expect to have these outcomes:

1. Customers, prospects, influencers, and competitors admire your company as having ground-breaking ideas and incredibly
   insightful POVs on the critical issues your buyers face.
2. People who engage with your thought leadership ideas are so inspired they immediately share them with colleagues within their company and within their professional and social networks.
3. Prospective customers knock on your door, already philosophically aligned with your company’s approach to solving their problems, ready to engage with your sales executives.”

David Meerman Scott is one of the pre-eminent thought leaders on PR and marketing. He is a marketing strategist, keynote speaker, seminar leader, and author of the #1 bestseller The New Rules of Marketing & PR (which has been published in 26 languages) and the Wall Street Journal bestseller Real-Time Marketing & PR. He recently launched his new online book: “Newsjacking: How to Inject Your Ideas into a Breaking News Story and Generate Tons of Media Coverage”. (http://www.davidmeermanscott.com/)

“First, content will be shared if it is valuable.  People will share it on twitter, Facebook, blogs and the like with the result your content will reach far more people.

“Second, people will subscribe to your content either whether that is via e mail, RSS feeds, etc.  They’ll want more if you do a good job.

“Finally, it will brand your organisation as one worthy with which to do business.  People will seek you out if you’re smart about providing content that educates and helps them solve their problems.”

Dale Bryce is the group manager marketing for Sinclair Knight Merz (SKM), a global strategic consulting, engineering and project delivery firm. He has been instrumental in their successful ‘client first’ thought leadership approach (http://www.skmconsulting.com/Home/)

“Client engagement, reputation building and winning the work you want to win.”

Marte Semb Aasmundsen, graduated this month with her MSc Strategic Public Relations and Communications
Management at The University of Stirling in the UK.  Her thesis was on thought leadership.

“Building expertise and reputation internally and externally.  Changing industry standards and perhaps even drive paradigm shifts, and gaining influence and becoming industry leaders.

“And I must add a fourth point; stakeholder engagement. Thought leadership encourages two-way communication and is therefore a great way to include stakeholders in the decision-making process.”

Britton Manasco is the founder of Manasco Marketing Partners which specializes in creating thought leadership marketing and sales enablement solutions. Britton produces a thought leadership strategy blog Illuminating the Future and the executive journal, Elevation Quarterly. (http://www.brittonmanasco.com/)

“That would be: customer awareness (as measured by marketing qualified leads); customer engagement (as measured by sales qualified leads); and customer commitment (as measured by closed deals).

“SiriusDecisions has done a good job of articulating the relevant metrics.”

Rob Leavitt is a B2B marketing strategist, specializing in issues-based marketing. He is currently Director of Thought Leadership at PTC, a $1 billion enterprise software firm. (http://www.reputationtorevenue.com/)

“Increased credibility with customers and market influencers (analysts, bloggers, media, etc.) that the company is an important voice on the issue; new relationships and opportunities with customers focused on forward thinking solutions; and increased internal support for a thought leadership-oriented approach to the market.”

Fiona Czerniawska is one of the foremost global authorities on thought leadership, particularly in the management consultancy space. She is the co-founder of Source, a company specialising in researching the consulting industry (http://www.sourceforconsulting.com)

“A client who, having read your article, acts on something in it.  This may be quite a small, apparently insignificant action (forwarding an email to a colleague) but all of our research indicates that any action increases the chance that the ideas in the article and the firm associated with them will be remembered.

“A partner/consultant making a trip to see a client.  We tend to think that the outcomes of TL should be external, but there are huge benefits to articles/reports etc, which galvanize account managers and partners to visit their clients, taking the material with them and explaining to their client in person why it’s relevant to them.

“The ability to own an issue.  Thought leadership should be good enough to ensure that, on a particular issue, your firm will always be on the shortlist because you’re seen as the pre-eminent experts in that field.”

Dana VanDen Heuvel is a marketing consultant, author and speaker. He is a recognized expert on blogging, podcasting, RSS, Internet communities and interactive marketing trends and best practices as well as thought leadership (http://www.marketingsavant.com/)

“I like to  refer back to my original “thought leadership marketing equation” and state that Share of Voice, Share of Mind and Share of Market are the key outcomes of any thought leadership campaign, but I have a few others that I believe are critical.

1. “Marketplace momentum.  Thought leadership is cumulative where an advertising or promotions-centered approach is diminishing.  Pursuing the road of the thought leader, over time, builds tremendous momentum that can continue to propel an organization’s message long after the original piece of content was published.
2. “Quicker cycle times. In our experience thought leadership actually helps the customer decide (as opposed to helps the organization sell) who is best for them based on the advance knowledge they can obtain about an organization and how they think, act and work via their content.
3. “Category of One companies.  I’m a fan of Joe Calloway’s book “Becoming a Category of One” and I believe that the thought
   leadership approach allows an organization to tell a customer-centric story in a way that positions that organization as the only one telling that story and give that organization an opportunity to be seen as truly unique.”

Craig Badings – author of this blog and the book “Brand Stand: seven steps to thought leadership”, and a consultant at Sydney-based Cannings Corporate Communications.

“For me the most powerful is the emotional connection you forge with your client.

“If, as a result of your thought leadership campaign, your clients or your target audience get a sense that you really get them and the issues they face and that you are helping them overcome these it leads to the second outcome – differentiation.

“Your thought leadership needs to differentiate your brand from the competition.

“Finally it should position you as the ‘go to’ expert in your field and with this comes that all important brand quality – trust.

“I have created a list of 70+ thought leadership benefits here if you want to take a look.”

Please download my free e book top right of this page. Follow me on twitter @thoughtstrategy and join me on LinkedIn.

12 experts on the key thought leadership trends for 2012 – challenges

Experts share the challenges faced by thought leadership

I asked 12 people who I consider to be leading global commentators on thought leadership as well as some who have produced some amazing thought leadership programs in-house over the years to comment on four critical thought leadership questions for 2012.

Inspired by their answers I couldn’t help chipping in with my own thoughts.

As a result of the overwhelmingly positive response, I have split the interviews into four different posts – one post per question.

In the New Year I will make available an e book containing all the answers.

Interviewees include: Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt, Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aaasmundsen and me.

This post covers their answers to question two:

Question two: From your experience, what are the biggest challenges in
getting a thought leadership program off the ground?

Bob Buday, president of Bloom Group LLC, a firm that helps professional services and other B2B companies gain market leadership through thought leadership (http://www.bloomgroup.com)

“It’s easy to get a thought leadership program off the ground. Many firms start by outsourcing a white paper to a third party like my firm and then do little else. In my experience, this rarely works because the expectations are so high (“We expect the white paper to generate hundreds of leads quickly”) and the understanding of what it takes to have an effective thought leadership program so low.

“These firms typically have little appetite for creating a thought leadership machine because that takes budget and time. Even more important, they don’t realize how much time that their internal experts will need to spend on the program – in writing, developing their ideas, presenting them publically, and in working with others to capture their ideas.

“So I’ll change the question slightly and then answer it: The biggest challenge to getting a highly effective thought leadership program off the ground (“effective” defined as generating leads and revenue) is a recognition by those who are funding the program that they will need to commit sufficient time (no quick miracle results) and resources (yes, budget, and as important people’s time to participate in it) to the endeavor.

“If they don’t, there will be initial excitement and eventual disinterest as they find “that thought leadership white paper didn’t do much.”

Erica Klein, Thought Leadership Writer and Strategist Specializing in Financial and Technology Companies(http://www.ThoughtLeadershipWriter.com)

“As a thought leadership writer and consultant, I develop a detailed Project Brief for my clients upfront, something they generally don’t have enough time to do themselves, but which can serve as a solid foundation for every step of the process.

“The single greatest obstacle in launching a thought leadership initiative is not having a detailed document that clearly articulates the desired results, expected budget range, the list of key approvers and important influencers, content and graphics development stages, and realistic timeframes.

“Many a terrific thought leadership program has foundered on the rocks of project management and time management.”

Matt Church, founder of the Global Thought Leaders Movement and creator of the Million Dollar Expert Program. He is the author of 5 books including Thought Leaders and his latest Sell Your Thoughts http://www.mattchurch.com)

“Mediocrity!

“A thought leadership program is not for the faint of heart, it’s not a short-term trend or cool idea. It’s about focussing on your best and brightest and communicating their uniqueness to the internal and external audiences. “

Elizabeth Sosnow, managing director of Bliss PR a business-to-business strategic public elations and marketing communications firm based in New York City (http://www.blisspr.com)

“Thought leadership projects almost always falter without a differentiated, actionable idea.  It’s pretty simple. If you spend the
time to get your ideas in order, the rest of program falls neatly into place.

“Another frequent challenge – finding the right thought leader.

“A good program requires an articulate thinker who understands how to inspire their audience segment.  Ideally, that thought
leader actually becomes the embodiment of the idea.”

Jeff Ernst, is the Principal Analyst, serving CMO and Marketing Leadership Professionals at Forrester Research and is probably best described as a thought leader in B2B marketing and sales strategy (http://www.forrester.com/rb/analyst/jeff_ernst)

“The biggest challenge my clients face is getting the commitment from senior management to make thought leadership a top priority and to allocate time from the subject matter experts in the company who are needed to define the thought leadership platform and develop the idea hierarchy.”

David Meerman Scott is one of the pre-eminent thought leaders on PR and marketing. He is a marketing strategist, keynote speaker, seminar leader, and author of the #1 bestseller The New Rules of Marketing & PR (which has been published in 26 languages) and the Wall Street Journal bestseller Real-Time Marketing & PR. He recently launched his new online book: “Newsjacking: How to Inject Your Ideas into a Breaking News Story and Generate Tons of Media Coverage”. (http://www.davidmeermanscott.com/)

“Typically marketing people spend their time talking about products and services.  The average marketing person is very good at
doing things like brochures and advertising but they have great difficulty in providing thought leadership-type content that has nothing to do with their products or services.

“In fact most of them are terrible at not talking about their products and services.  Even a lot of the thought leadership campaigns out there currently contain too many product and service mentions.”

Dale Bryce is the group manager marketing for Sinclair Knight Merz (SKM), a global strategic consulting, engineering and project delivery firm. He has been  instrumental in their successful ‘client first’ thought leadership approach (http://www.skmconsulting.com/Home/)

“The challenge in professional services is often to get the gurus to see the big picture. Ironic isn’t it?

“Why?” is always a great first question to ask, or to answer.

“It is a delight working with such brilliant people, in my case engineering and before that the law, but even brilliant people need context. And that context usually needs to come from a deeper understanding of clients and their business – their commercial and technical issues and personal needs too.

“We have been running a Client Insights program for a while now. Our clients are clearly telling us they want us to stay in touch, “not just take the order”.  They want someone to bring forward valuable ideas. And, they actually want unsolicited proposals that solve their problems.

“So, in terms of thought leadership, especially in professional services, time needs to be spent on the “Why?”, before we launch into the “What?”.  And that can be a challenge.

“Subject matter expertise is a given in thought leadership. The key is connecting the dots, for clients and our thought leaders too.”

Marte Semb Aasmundsen, graduated this month with her MSc Strategic Public Relations and Communications Management at The University of Stirling in the UK.  Her thesis was on thought leadership.

“It is absolutely necessary to get backing from the board. Also, companies must understand that true thought leadership takes time to build, and needs a great deal of work and resources.

“It must be well researched and align with the perceptions and values of a brand and their stakeholders.”

Britton Manasco is the founder of Manasco Marketing Partners which specializes in creating thought leadership marketing and sales enablement solutions. Britton produces a thought leadership strategy blog Illuminating the Future and the executive journal, Elevation Quarterly. (http://www.brittonmanasco.com/)

“If I switch to the marketing perspective (as opposed to sales), I’d say that the biggest challenge is the creation of relevant, compelling and insightful content.

“It’s best if you are strong at drawing on outside and independent perspectives – whether they come from market influencers or buyers/practitioners. It takes rigor, discipline and a defined program to generate content that works in an ongoing fashion.

“You’ll probably want to hire empathic and proven content creators – people who can produce interesting content in many formats and for many buyers.”

Rob Leavitt is a B2B marketing strategist, specializing in issues-based marketing. He is currently Director of Thought Leadership at PTC, a $1 billion enterprise software firm. (http://www.reputationtorevenue.com/)

“I’m actually doing this myself these days so the question is far from academic!

“Three of the biggest challenges I’m facing right now are turning general interest across the organization into a focused program with agreed priorities, processes, and production; balancing the desire for ramping up content production with the need to build serious, deep, and credible points of view on key customer issues; and building a strong enough network of relationships with
customers and sales people to make sure the program is truly focused on what is most useful with those two key groups.”

Fiona Czerniawska is one of the foremost global authorities on thought leadership, particularly in the management consultancy space. She is the co-founder of Source, a company specialising in researching the consulting industry (http://www.sourceforconsulting.com)

“Where to start?  The best thought leadership comes down to picking topical issues, researching them thoroughly to a point where you have something new to say, and then writing the results up in an appealing and engaging manner.

“The first of these (picking topical issues) depends on having a) a clear view of what your clients are interested in – ideally more than a vague sense, but something itself grounded in research – and b) a culture / decision-making process which makes it possible to make decisions.  Many firms end up producing thought leadership on too many areas because they’re afraid to choose.

“The second (thorough research and new insights) comes down to what I term the ‘second day in the room’ syndrome: lots of firms are prepared to get their experts together for a day, but the firms that stand out in thought leadership terms are those who make them go back in for a second day – and that’s symptomatic of a commitment to research and investment.

“The third and final point (appeal and engagement) depends on recognition that there’s a lot of (too much!) thought leadership out there and you have to be brave if you’re going to stand out.

“So taking risks is a necessary part of doing thought leadership well.”

Dana VanDen Heuvel is a marketing consultant, author and speaker. He is a recognized expert on blogging, podcasting, RSS, Internet communities and interactive marketing trends and best practices as well as thought leadership (http://www.marketingsavant.com/)

“I have seen a few hurdles that typically keep an organization from thought leadership success:

“First, the confidence conundrum. In order to be a thought leader, an organization’s leadership must have the confidence that they can pull off the thought leader posture in the marketplace.  If anyone on the leadership team feels that the organization is under-qualified, then the idea of thought leadership will smolder, so to speak, but never really catch fire within the organization.  Moreover, if thought leadership can’t be sustained as an idea in the organization, it will never resonate with the
market.

“Second, I’m not a publisher” mentality. In order to be a successful thought leader, organizations need to both think and publish.  Yes, there’s more to it, but good strong content is as the core of a thought leadership program. I hear from countless organizations who would like to ascend to the “expert in their industry”, thought leader or “trusted advisor” status who just can’t get it together when it comes to creating content.

“Third, differentiation in the marketplace.  Taking a position as a thought leader requires that you have true differentiation not only of products but more importantly of ideas.  Organizations need to be “original thinkers” in order to manifest thought leadership. While I always believe that any business that’s been around for even a few years has found its differentiation, knowing that you’re different and being able to articulate that in a thought leadership position to the market remains a challenge.”

Craig Badings – author of this blog and the book “Brand Stand: seven steps to thought leadership”, and a consultant at Sydney-based Cannings Corporate Communications.

“Three things: if it’s not centred on your client issues and challenges it will fail or at best limp along; a lack of resources to properly plan, leverage and maintain your thought leadership point of view; and a lack of commitment from senior management.”

Please download my free e book top right of this page. Follow me on twitter @thoughtstrategy and join me on LinkedIn.

12 experts on the key thought leadership trends for 2012 – the biggest changes

Experts gives their views on the changes facing thought leadership

I asked 12  people who I consider to be leading global commentators on thought leadership  as well as those who have produced some amazing thought leadership programs in-house over the years to comment on four critical thought leadership questions for 2012.

Inspired by  their answers I couldn’t help chipping in with my own thoughts.

As a result of the overwhelmingly positive response, I have split the interviews into four different  posts – one post per question.  In the New  Year I will make available an e book containing all the answers.

Interviewees include: Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt,  Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aaasmundsen and me.

This post covers their answers to question one:

Question one: What will be the single biggest change we will see in thought leadership over the coming year/s?

Bob Buday, president of Bloom Group LLC, a firm that helps professional services and other B2B companies gain market leadership through thought leadership (http://www.bloomgroup.com)

“I’m not sure there will be any one major change in thought leadership in the coming year. I believe we’ll continue to see small changes in the ways that current and aspiring experts create and market their ideas.

“Social media will continue to give us ways to more easily conduct research (to find organizations to study), as well as more easily spread our ideas. However, I don’t ever expect social media to supplant the old ways of gaining expertise on an issue (talking by phone and in person to people who have dealt with the issue at hand) and sharing that expertise with audiences (seminars, books,
whether online or print, management journals, online or print).

“So while I’m dubious that we will see a major change in the next year in the way companies create and market content to educate their target audiences, I do expect to see a fundamental change in thought leadership over the course of this decade, and I hope sooner rather than later.

“The change I’m expecting is that organizations (especially firms that sell expertise) will see the emerging discipline of thought leadership not just as a marketing initiative but also as a service innovation initiative. By far, the largest return that companies can generate from thought leadership comes from not just displaying expertise on an issue but actually having superior services that
help clients solve the issue. I wrote about this in 2011 in a blog post ( http://bloomgroup.com/blogs/bob-buday/do-thought-leadership-marketing-and-knowledge-management-relate).

“This is not the way most firms look at and use thought leadership today. A handful of consultants may write an article or book based on some research and client work. But they then typically use the article and book to generate more such work – not more internal capability in their organizations to deliver more such work.

“Using thought leadership as R&D for service innovation is the Holy Grail of thought leaders. As more and more professional services work – architectural and engineering designs, consulting services, legal advice, accounting work, etc. – moves to locations that can provide that expertise at far lower cost, professional firms whose services aren’t fundamentally unique and superior at
delivering results won’t be able to maintain their fees. Thought leadership, then, becomes the mechanism for de-commoditizing a commodity service.”

Erica Klein, Thought Leadership Writer and Strategist Specializing in Financial and Technology Companies (http://www.ThoughtLeadershipWriter.com)

“I believe each company that recognizes the value of thought leadership will begin to develop a strategic blueprint that integrates these programs into the overall framework of their business development and marketing efforts.

“I also think you’ll see more of an attempt to integrate LinkedIn individual profile pages with company-wide thought leadership initiatives, significantly increasing the impact of these programs over the long term.”

Matt Church, founder of the Global Thought Leaders Movement and creator of the Million Dollar Expert Program. He is the author of 5 books including Thought Leaders and his latest Sell Your Thoughts (http://www.mattchurch.com)

“The need for those who are true thought leaders to be able to prove that depth of expertise in an efficient manner. Many will claim the title of thought leader but the challenge is for those who are to be as equally obsessed with the development of IP as they are in the promotion of same.”

Elizabeth Sosnow, managing director of Bliss PR a business-to-business strategic public  relations and marketing communications firm based in New York City (http://www.blisspr.com)

“We expect the biggest change to occur in the formatting of thought leadership.  Companies are slowly beginning to recognize that
traditional thought leadership packages such as “white papers” or “POV pieces” may not be nimble enough to survive in today’s highly cluttered marketplace.

“Winners will embrace an exciting array of design opportunities, from e-books to cartoons and even songs.”

Jeff Ernst, is the Principal Analyst, serving CMO and Marketing Leadership Professionals at Forrester Research and is probably best described as a thought leader in B2B marketing and sales strategy (http://www.forrester.com/rb/analyst/jeff_ernst)

“Companies will get frustrated that even their most compelling thought leadership ideas/Point of Views get lost in the noise in the
market and don’t stand out from what everyone else is saying, so they will shift from taking a “random acts of thought leadership” approach (a webinar here, a whitepaper there, a blog post) to a more methodical, orchestrated approach.

“This will require them to develop a thought leadership platform in a similar manner to how political candidates develop a campaign platform.”

David Meerman Scott is one of the pre-eminent thought leaders on PR and marketing.   He is a marketing strategist, keynote speaker, seminar leader, and author of the #1 bestseller The New Rules of Marketing & PR (which has been published in 26 languages) and the Wall Street Journal bestseller Real-Time Marketing & PR.  He recently launched his new online book: “Newsjacking: How to Inject Your Ideas into a Breaking News Story and Generate Tons of Media Coverage”. (http://www.davidmeermanscott.com/)

“I’m big on real-time thought leadership.  By this I mean people or companies that can respond to what’s going on now.  For example if there is a regulatory issue impacting their sector, can they comment on it right away?

“I’ve noticed that traditional thought leadership content on the web is very campaign-like in its approach – it’s planned well in advance.  There is nothing wrong with that, except that the web is a very now medium and too few companies are taking advantage of this.”

Dale Bryce is the group manager marketing for Sinclair Knight Merz (SKM), a global strategic consulting, engineering and project delivery firm.  He has been instrumental in their successful ‘client first’ thought leadership approach (http://www.skmconsulting.com/Home/)

“More will not be more!

“With the proliferation of digital and social media platforms, distribution of thought leadership will be easier. That’s good. But with this, impact could be less unless we keep an eye on quality and intent.

“I have always thought that building and engaging with a select and loyal audience is the main game. Just think of the power of presenting thought leadership as a genuine and tailored gift to a particular client: “We were thinking of you just the other day, and believe this piece here is really relevant to you and your business.”

“Cheesy? It depends on your intent…”

Marte Semb Aasmundsen, graduated this month with her MSc Strategic Public Relations and Communications
Management at The University of Stirling in the UK.  Her thesis was on thought leadership.

“I believe that thought leadership is the future of communication and reputation management.

“More and more companies have begun, and will continue, to realize the potential of the strategy; the competition within the thought leadership realm will thus be intensified and as a result, the message will need to become more sophisticated.

“Thought leadership initiatives lacking substance will no longer be recognized as thought leadership.

“I also think that the strategy will be more recognized globally, which opens up the opportunities for cross-cultural thought leadership.”

Britton Manasco is the founder of Manasco Marketing Partners which specializes in creating thought leadership marketing and sales enablement solutions.  Britton produces a thought leadership strategy blog Illuminating the Future and the executive journal, Elevation Quarterly. (http://www.brittonmanasco.com/)

“I spend most of my time working in the B2B arena, particularly with companies engaged in a complex sale. With regard to that type of company, I am seeing a definite focus on how to empower sales (as opposed to simply marketing) with thought leadership.  So, I will venture that it’s a significant trend: positioning sales people as thought leaders and trusted authorities.

“To become thought leaders, they must also be challengers – individuals who have the confidence and perspective to challenge the buyer’s status quo thinking.

“They must offer a new point of view – a new angle on things. They must be, in essence, provocateurs. And they must be prepared to guide their prospective clients through a complex and demanding decision.”

Rob Leavitt is a B2B marketing strategist, specializing in issues-based marketing. He is currently Director of Thought Leadership at PTC, a $1 billion enterprise software firm. (http://www.reputationtorevenue.com/)

“I think we’ll see another whole wave of thought leadership development and marketing.

“Clearly thought leadership has gained tremendous interest, support, and investment in the last few years, but we’re still very early in a maturity cycle. Many companies are still getting a basic foundation in place in terms of defining issues to address, creating a publication engine, enlisting subject matter experts, and testing the social media waters.

“All this is critical, but much of it is not actual “thought leadership” if by this term we literally mean “leading thoughts.”

“Many of us producing useful, non-promotional, educational content, but examples of more innovative and ground-breaking thinking is more rare, and requires far more investment, discipline, and experience.

“As more of us get past the foundation stage, I expect a great deal more innovative work in next few years.”

Fiona Czerniawska is one of the foremost global authorities on thought leadership, particularly in the management consultancy space.  She is the co-founder of Source, a company specialising in researching the consulting industry (http://www.sourceforconsulting.com)

“There are lots of things I’d like to see change but am not sure will actually happen: seeing consulting firms produce less, but higher quality thought leadership and pulling more of their output around a small number of over-arching themes would both be high up my agenda, but that’s hard to achieve in an environment where volume still matters.

“I would also like to see firms being more thoughtful in their use of different digital formats and social media for thought leadership purposes, rather than the pretty random experimentation that’s the norm at the moment.  But I do think that 2012 will prove to be the year in which a minority of consulting firms will stand out in their ability to use these formats/media much more
effectively.”

Dana VanDen Heuvel is a marketing consultant, author and speaker. He is a recognized expert on blogging, podcasting, RSS, Internet communities and interactive marketing trends and best practices as well as thought leadership (http://www.marketingsavant.com/)

“I believe that marketers are realizing that thought leadership is really a ”supply side” construct, and in order to ensure that our thought leadership efforts are valid in the marketplace, we need to take a “demand  side” approach and focus not only on what makes for great thought leadership, but rather what makes for great “attention leadership” where we’re attracting and maintaining the attention of our audience over time.”

Craig Badings – author of this blog and the book “Brand Stand: seven steps to thought leadership”, and a consultant at Sydney-based Cannings Corporate Communications.

“We will see more sophistication in terms of focus, how thought leadership is researched, how it is targeted, packaged and presented and how it is integrated into the sales process.

“Cloud computing will also present a big opportunity in showcasing and ordering intellectual property but this will be a longer term play.

“Finally I think thought leadership will continue to gain traction as a strategic business tool as opposed to a pure communications/ marketing tool.”

Please download my free e book top right of this page.  Follow me on twitter @thoughtstrategy and join me on LinkedIn.

Thought leadership piece on Corporate Social Responsibility

I believe the right CSR intiatives act as a strong reputational shield during a crisis.

I was invited by the editor of the UN Global Compact International Yearbook to submit an article on whether CSR can lessen the impact of a crisis or lead to a faster recovery.  It came off the back of a presentation I gave in Sydney at a Crisis Communications Conference hosted by Frocomm a little while ago.

While thought leadership is a particular niche and passion of mine, I have been involved in the PR business for 23 years and have had a lot of exposure to crisis communications, corporate communication strategies and CSR.  The issue of brand fascinates me – how to build it and how to protect it.

This article explores whether CSR can lessen the impact of a crisis and assist in a faster recovery for the brand involved.  I think it can – read why by clicking the link below.

UN Global Compact Year Book article by Craig Badings 2011