A year in summary

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Tessa O’Neill’s speech at IABC UK Annual General Meeting of 30 June

As I acknowledged in my acceptance speech in June 2014, I knew this would be a year of transition and change. It almost felt like the best we might achieve in this term was to maintain an even keel until the real developments took place later this year.

But I was keen to push for innovation in our board to set some foundations for novel work that would, in line with our new brand offering, best represent IABC in the 21st century.

So our aim as a board was to create excitement around IABC, grow our network, encourage greater participation and demonstrate exceptional value of membership.

 

Our Board

The IABC board comprises expert communicators, with day jobs and most importantly with personal lives that should always take precedence over any volunteering activity.

So it’s often a challenge to give your all to something that can only be supported in your spare time – especially as there’s less and less of that nowadays!

But I have been hugely impressed this year by the dedication of all our board members and, particularly, by those who took their roles extremely seriously and delivered over and above what was expected. And special mention must go to Susan Walker, Dana Poole & Kira Scharwey for their exceptional work on events, digital marketing and membership respectively.

I’ve really enjoyed working with the team this year; it’s been a huge honour, and a steep and fulfilling learning curve. So I’d like to pause and ask all our board to stand up so we can give them a big round of applause.

Thank you! So on to our update…

Membership

Historically maintaining healthy membership has always been a challenge and increasingly so for all associations.

But, despite a slow start, overall membership has actually risen year-on-year by a not inconsiderable 70 percent. This is chiefly due to recent student sign-ups from Bournemouth University and London College of Communications (LCC).

And we are working with Bournemouth to maximise IABC’s engagement with student members (via a student representative and potential sub-committee of students who will promote IABC internally).

We also saw great success in increasing renewals during Member Month. Board members divided up the chapter’s list of lapsed members and personally contacted each of them. A bit of Nudge theory in practice!

Mentoring

The mentorship programme is becoming a USP for the chapter. It has been the main draw for greater student membership.

We currently have 12 mentors and as many mentees, with potentially 100 additional mentees joining the programme from LCC and Bournemouth over the next year.

 

We have introduced a time-limited “wave” approach to deal with the increased number of mentees. And we also hope to increase mentor numbers accordingly; offering web-based training to more experienced members.

We also signed up our first two regional mentors this year. A good way to engage established members outside the SouthEast who sometimes might feel like members-at-large.

Regional

While very much an exploratory year for Regional, it has not been without results.

We held our very first regional event – and webcast – with the South West Corporate Communicators (SWCC) in Bath in October 2014. It featured IABC’s very own Shel Holz as keynote and more than 20 people attended. Interest continues to grow.

Looking ahead, we are planning further events for 2015-16 in Bristol and Bournemouth.

We have also worked to engage members in Sheffield, South Wales, and Leeds over the coming months. So more opportunities to expand our organisation nationally.

We are in discussions with Leeds University about enrolling more than 50 students and promoting IABC to a further 200 students at the university, together with corporate members and communications professionals in the local area.

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How we as communicators can add most value to our business

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As a corporate communication professional with experience in large multi-national organisations, I know too well the challenges global teams have in effectively rolling out corporate campaigns whether they are aiming to engage employees or consumers:

  • Maintaining brand consistency whilst tailoring the campaign for local markets
  • Not compromising key messages whilst translating into 20+ languages
  • Paying attention to cultural differences
  • Leveraging varying degrees of skills and resources across the organisation
  • Governance models with dotting lines which stretch your influencing skills
  • Competing with local business priorities and marketing campaigns
  • Delivering a global framework for measurement and evaluation

However, emerging digital and social media trends are enabling companies to overcome these challenges, adapt their approach to global campaigns, to innovate and be successful or to fall behind.

  • New technologies have paved the road for virtual team working, Enterprise Social Networks, advanced Content Management Systems allowing content (copy, images, multimedia) to be created once and delivered across multiple channels (website, email, mobile devices) and easier access to data via automated tools (analytics, social media listening, custom dashboards)
  • Governance models see the formation of Centres of Excellence cutting across functions and silos, lines blurring between internal and external communications, between marketing and communications with business and corporate communicators developing new digital and journalism skills due to increased knowledge sharing, Champion Networks and virtual training opportunities.
  • Social media platforms foster collaboration and exchanges of ideas across work level, gender, age group and people come together united not just by work goals but by a common passion.
  • Trust has shifted from leaders and CEOs to friends and colleagues at work, people in our own network. The practice of “stealing with pride” a peer’s idea, campaign poster or report template is widely seen as smart, timesaving and cost-effective.

Here are three strategic insights to help you turn these digital trends into an advantage and innovate global campaign planning and execution.

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