Foresight and talent engagement: strategies at the network

October 16, 2016 § Leave a comment

The Master in Strategic Communication 2016-17 at URV started talking about on-line marketing on the social networks. Added to the focus on political, institutional and political communication, we are consistently working in the fields of on-line communication and social media. There is a  path to walk on this and teachers and students believe that there are true professional opportunities to cover. Most of the businesses and institutions around our region are lacking of a convincing on-line strategy. Sometimes, this deficit is mistakenly covered by an internship holder, too often poorly trained at the organization, who is “taking care of our Facebook and Twitter”.

img_3080Added to this, we assist to the proliferation of courses and even masters for “community managers”. Does it make sense to instruct someone in “community managing” like a specialization or something detached from the overall communication strategy of an organization, a corporation, a political party? My impression is that the “lucky” label is attracting more attention than the deserved. Community managing should be embedded in a global communication strategy which takes in account who we are, what we are looking for, and how are we going to achieve it. Thus, our communication plan, our reputation strategy, our CRM, etc. must take in account at any moment our action at social networks. Consistently to this, we should not treat the networks isolated, as something particularly special, but any communication strategy should include them in the analysis and management.

The conference delivered by Juan A. Robles, co-founder and VP Customer Success at Adsmurai, was really engaging and highlighted several issues that made me think about how on-line communication companies are trying to adapt to the uncertainty and speed demanded by the networks. I printed two keywords in my mind: talent and adaptation (which implies foresight). Talent! Yes, unfortunately one of the more battered aspects in our business culture. Talent is undervalued, and underpaid. Taking care of our most valuable workers is fundamental, specially for an effective strategy at the networks: fastest on-line processes, reaction abilities, and foresighting followers’ response do need talented professionals. And adaptation! That is our capacity to change and requires a constant reviewing of our plans and well-informed and continuous diagnosis.

The added value of future professionals will not be in knowing where the share button is or how to launch the next photo gallery, but to adequately manage all communication tools and platforms (which today are networked) as true strategists. For this, a master is much more meaninful.

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Pictures taken by Helle Kettner

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