Reputation Leadership Program: Session schedule

Session 01: The Strategic Role of Reputation Management

Presented by Kasper Ulf Nielsen
Executive Partner, Reputation Institute
We now live in a reputation economy where reputation is the number one driver of value. Business success depends on stakeholders supporting you. Will your customers buy and recommend your products? Will your investors buy, hold, and recommend your stock? Will your employees deliver on your strategy? All this is tied to the level of trust, respect, and emotional connection they have with you and that is exactly what your reputation holds. This session explores the need for strategic reputation management and introduces the four pillars that drive competitive advantage – business rationale, intelligence and
strategy, management & accountability and activation.

Session 2 & 3: Differentiating through Leadership & Governance – Part 1 & 2

Presented by Brian Moriarty
Adjunct Professor of Management Communications,
Darden School of Business Director, Business Roundtable Institute of Corporate Ethics
The purpose of this module is to explore how new ideas about leadership and governance are necessary today in order to build great companies with great reputations. The module begins with the idea that leadership in our global world is about how a company creates value and engages with its stakeholders (i.e., its customers, suppliers, employees, communities and financiers). Leadership is about getting these business partners’ interests going in the same direction. How these relationships are governed is the subject of part II of the module. We focus on the role that every executive has to play in promoting good governance practices. Throughout the module we draw on real cases to illustrate how companies can differentiate themselves, building value with stakeholders, through better leadership and governance.

Session 4 & 5: Reputation and Brand: The Enterprise Point of View – Part 1 & 2

Presented by Daniel Diermeier
Professor, Kellogg School of Management, Northwestern University
In these two sessions we will focus on building reputation management capabilities with an emphasis on brands and customer perception. The goal is to integrate reputation management with corporate strategy. A strategic approach treats reputational difficulties as understandable and even predictable challenges that one should expect in today’s business environment. We will introduce some key concepts of integrated brand management and the need to defend brands and enhance customer trust. We will then deepen our understanding with an executive decision problem. The business context is a market entry challenge. The case discussion will demonstrate the need for leaders to integrate reputation management into corporate strategy and day-to-day decision making.

Session 6 & 7: Building a Reputation for Innovation – Part 1 & 2

Presented by Violina Rindova
Professor, McCombs School of Business, University of Texas at Austin
Innovation requires that companies experiment, try new things, engage in trial-and-error, and tolerate high levels of failure. Developing stellar reputations requires that companies deliver consistent results that stakeholders value. Can companies, however, pursue both innovation and stellar reputations? Ability to deliver consistent results depends on well-honed routines and capabilities that ensure “failure-proof” performances. Companies that succeed in achieving such reliability in performance and quality are rewarded by hefty premiums. In the two sessions on “Building Reputation for Innovation” we will discuss different types of innovation and their effects on stakeholder perceptions of firms. We will understand how highly innovative companies break the reliability-innovation trade-off and reap rewards from both product innovations and stellar reputations that increase the value of their innovations.

Session 8: Using Reputation to Set & Drive Cross-Stakeholder Objectives

Presented by Rob Jekielek/David Woolwine
Director, Reputation Institute
Director, Corporate Relations, All State Insurance
In order to effectively manage reputation within an organization, you need to build a case and ensure momentum for corporate reputation management. This session is focused on helping practitioners understand how to bring reputation to life at their organizations. Allstate Director of Reputation Leadership, David Woolwine, and Reputation Institute Director, Rob Jekielek, will walk you through both the underlying frameworks/metrics as well as the practical planning and execution applications of reputation management at the Allstate Insurance company.

Session 9 & 10: Creating Value Through Corporate Social Responsibility – Part 1 & 2

Presented by Phil Mirvis
Organizational Psychologist
Today business leaders have to concern themselves with serious social ills such as chronic poverty and unemployment, declining education and infrastructure in their communities, global warming and a deteriorating biosphere, worrisome demographic and consumption trends, industry-specific issues, and more — all embodied in the heightened expectations of customers, investors, employees, regulators, and the public for accountable and socially responsible business behavior. Amidst these challenges, they still have to do what they’ve always had to do: produce growth, deliver results, develop their people, and innovate to meet marketplace needs and counter their competitors. These two online sessions will explore the linkages between CSR and corporate reputation with attention to how to identify social issues of most relevance to companies, how to develop cutting-edge CSR practices, and how to link CSR to value creation for the business and for society.

Session 11 & 12: Using Employee Alignment to Build Competitive Advantage – Part 1 & 2

Presented by Graeme Martin
Graduate School of Natural Resources Law, Policy & Management, University of Dundee, Scotland
The alignment of people with corporate reputations and strategicadvantage is critical to business success. Research over the last two decades has shown that the effective management of human resources is one of the key drivers of competitive advantage and, more recently, corporate reputations. This relationship is also two-way: talented people make (or break) corporate reputations and brands; in turn, corporate reputations and brands attract and engage talented people. These two sessions explore this fundamental relationship between the management of human resources, reputations and strategic advantage using employerbranding as the organizing framework. Both sessions will be highly interactive, drawing on case studies and illustrations of promising practices in international companies.

Session 13: Creating Business Value through Reputation

Presented by Anthony Johndrow
Managing Partner, Reputation Institute
This final session explores how perceptions of the enterprise are perhaps more pivotal and influential than perceptions of products or services themselves in the marketplace. In the “Reputation Economy”, only 39 percent of purchase decisions are based on product perceptions, while 61 percent are based on perceptions of the companies behind those products. Similar numbers can be found for advocacy or recommendation of products and services—perceptions of the enterprise matter more. What does this mean? This means that companies can create actual business value through strategically managing their reputation. More and more, customers care about who’s behind the curtain. They want to know that the company they do business with behaves and will continue to behave in ways that justify a relationship with them. Through detailed best practice case studies from companies around the world, this session pulls together lessons learned from the key areas — leadership, corporate branding, innovation, employee alignment, and citizenship — to demonstrate how corporate reputation provides a potential new source of competitive advantage.