Found this down the back of the internet. It’s a report – entitled The Authentic Enterprise – from the Arthur W. Page Society (an American organisation for the promotion and betterment of public affairs and corporate communications professionals). It examines the changing nature of a business’ relations with its publics and what it needs to do to adapt to, exist in and survive today’s world of open and transparent communications. I should say – it’s from 2007 – but I hope the following exerpts will intrigue you as much as they intrigued me. It’s genuinely quite sensible.
“The quality of the company’s products and services (or lack thereof) is apparent to all customers and potential customers. Its treatment of employees and retirees is visible across the corporation and to potential employees and public interest groups. Its citizen ship, environmental behaviour, corporate governance standards, executive compensation practices and public policy recommendations are transparent to all.”
“A company must be able to answer such questions as: What business are we in? What markets do we serve? What differentiates us as an employer, an investment, a partner, a neighbour? In what do we deeply believe? What will endure? What do we value? And how can we ensure that everyone associated with the far-flung enterprise understands and acts in accordance with our mission, values, goals and operating principles?”
“However, building a management system based on values is a significant challenge.”