TF-CPR meeting Copenhagen 23 February 2012 Progressing from company strategy to communications strategy
TERENA strategy ACTIVITY & 2010 SURVEY Workshops FINANCIAL PLAN DESK RESEARCH TEC & STAFF Analysis RESEARCH & Scenario Implementation Strategic Directions SWOT/ PESTLE ENVIRONMENTAL Choice SCANNING 1 2 3 4 5 (6) Measurement and Review › STEPs 1&2 Completed Successfully (2010) › Strengths; Weaknesses; Environment; › STEP 3 (Summer-Autumn 2011) › Strategic goals › STEP 4 (early 2012) › STEP 5 Activity Plan & Financial Plan (2012) 2013 › STEP 6 Community Satisfaction › Survey in 2011 › Shorter and more targeted 2012 stakeholder survey › Improved member contact - MT talks with NREN CEOs Slide 2
TERENA’s strategic goals I. Increase & demonstrate value II. Develop & strengthen relationships III. Ensure long-term sustainability IV. Establish and maintain a position of influence for the community Slide 3
Translating this into a comms strategy › How do / could the comms team fit with the strategic goals? Slide 4
TERENA’s strategic goals I. Increase & demonstrate the value › Add value by being more proactive in leading activities › Promote activities to raise awareness and involvement › Catalyse activities that aggregate community demand II. Develop & strengthen relationships › Undertake regular satisfaction surveys › Frequent contact with & feedback from members › Establish & maintain relationships with stakeholders › Maintain an organisational structure & culture that enables efficient knowledge management and dissemination III. Ensure long-term sustainability IV. Establish and maintain a position of influence for the community › Develop relationships with policy makers › More intercontinental collaboration and coordination activities › Extensive targeted outreach › Consolidate a strong, coherent role for TERENA Slide 5
Translating this into a comms strategy › How do / could we fit with the strategic goals? › Examples of what this could mean in practice › Undertake regular satisfaction surveys and act on the findings › Relates to marketing management, market research, customer relations and outreach, some of which the comms team currently does to some extent, but which could be strengthened › Make frequent and direct contacts with the members, soliciting feedback › Currently done by comms (and by PDOs) in the context of specific areas of work, and at company level by members of management team. The communications team and its work could be broadened to include more of this role. Slide 6
This may mean… › Need more emphasis on › Market research › Marketing management › Community (customer) relations › Lobbying / funder relations › Industry & sponsor relations › A place to store info (CRM) › Etc…. ??? Slide 7
Translating this into a comms strategy › How do / could we fit with the strategic goals? › What skills do we have / do we need? › Table of current and potential tasks & skills against staff › What / where are the gaps? Slide 8
Translating this into a comms strategy › How do / could we fit with the strategic goals? › What skills do we have / might we need? › How do we prioritise? › Where the managers think it should go › Where other staff / community think it should go › Where the comms team thinks it should go Slide 9
Translating this into a comms strategy › How do / could we fit with the strategic goals? › What skills do we have / might we need? › How do we prioritise? › Where the managers think it should go › Where other staff / community think it should go › Where the comms team thinks it should go › In 3 years’ time: › What are the big steps to getting there? › What are the small steps to achieving the big steps? › (annual / quarterly implementation plans) Slide 10
Current thinking › What are the overall priorities? › How do we keep adapting in line with company strategy updates? › How well does the current staff structure / skill set match these priorities? › Developing a table of tasks, skills and staff to see where gaps could be filled › How well does the current ‘business as usual’ match these priorities? Slide 11
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