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‘Building Belief’ - New Model for Corporate Communication Unveiled

April 27, 2012


A new model for corporate communication that defines a practical framework for professionals has been unveiled by the Arthur W. Page Society.


Based on insights gained from interviews and surveys with top chief executive officers the hope is the model will help manage the complexity of today’s communication landscape.


Jon Iwata, Chairman of the Arthur W. Page Society, said: “No longer is mass communication the only way to reach people, no longer do an influential few control the world’s communication: we’re living through profound changes in the way business and people interact. This is the defining phenomenon of our time”.


The Society says companies face increased complexity, with, on the one hand, potential threats to their culture and reputation, while on the other they are granted the opportunity to establish and to develop new relationships with empowered consumers and key stakeholders. As the old models become inadequate to deal with such an increasing complexity, the Building Belief framework offers a useful tool for building advocacy among company stakeholders.


The Belief framework has two stages.  The first – “corporate character” – underlines the need for a company to clearly identify and activate its unique identity by enhancing its mission, values and enduring purpose and by ensuring that the company’s behaviour is consistent with these distinguishing features.

Chief communication officers play a major role in this process as the leaders who coordinate the efforts of different departments, such as human resources, sales, customer service and product development in order to help them collaborate.


The second stage – “advocacy at scale” – looks beyond persuasion and perception management, concentrating instead on building active, ongoing engagement and support from stakeholders, who in turn become committed advocates with shared values and beliefs but retain their own identity and enhance their own reputation as a result.


Features differentiating the “Building Belief” framework from previous models, says the Society, include the focus on individual engagement and call to action, rather than just segments or communities, along with reference to insights into behavioural and cognitive science in order to understand what causes us to believe in something and ultimately become an advocate.



For more information on the ““Building Belief: A New Model for Activating Corporate Character and Authentic Advocacy”, visit