In my article on corporate competitiveness, I took a trip down memory lane. I recalled an insight that really sparked my interest in reputation. That insight was the presumed causal relationship between anseende stakeholder support. Broken down into its components, this insight offered the opportunity to think of reputation as a management principle and a genuine factor in competitiveness. What if stakeholder support…
Jorma Mikkonen has made it his life’s mission to transform society into a sustainable circular economy. Jorma has served this mission in a variety of leadership roles in business operations, public relations, corporate responsibility, and communications and branding. Lassila & Tikanoja’s story is a colorful one. The company has evolved from a wholesaler through the apparel industry and a phase as a diversified conglomerate to its current…
“Winning ideas are dead on arrival if they aren’t genuinely welcomed.” Context determines the goals It would be nice to present a clear, numerical goal that suits everyone. However, we absolutely cannot do that. Setting reputation goals is subordinate to the business context and the company’s…
“Today’s plans are tomorrow’s reality.” First, you learn to recognize what you don’t know. We’re still at Giant Corporation, and you’re still at the helm. Yesterday was a thought-provoking day: you and the executive team reached a consensus on the company’s reputation, its significance, and its specific impacts….
“That’s how it goes, of course. This has always been crystal clear.” In the previous chapter, we revisited the philosophical roots anseende competitiveness and compared the published theory with statistical evidence. By this I mean the connection between anseende stakeholder support. I have often noted that the evidence presented is…
“Excuse me, but are all those anseende really equally important and significant?” anseende alone is not yet sufficient as a decision-making tool. The previous chapter emphasized the importance anseende in a leadership context. The purpose of that chapter was to describe the challenges of leadership and the solutions associated with them in a way that readers could relate to…
“The general public is not a particularly important stakeholder for us.” In the second chapter of the book, we examine the development of theoretical thinking regarding stakeholders from the perspective of corporate competitiveness. In this chapter, we focus on stakeholders from the perspective anseende . A company’s reputation can be understood as the perceptions that “someone else” has of the company and its operations….
“The business environment is currently undergoing a transformation.” So far, we have outlined anseende creating value, examined its place and role in strategy, considered the practical challenges anseende , and explored anseende . I wouldn’t be surprised if someone were already getting restless at this point…
“A company’s most valuable asset isn’t sitting in the company’s bank vault like a pile of cash.” We’ve reached the point where we’re preparing an interim financial statement. Before we move on—to the detailed aspects anseende —it’s time to summarize what we’ve covered so far. In the first two chapters, we examined…
“When you manage reputation, you manage people’s interactions with the company. There’s nothing else to it.” At the beginning of my article on leadership maturity, I discussed anseende and compared perceptions to tiny fragments that make up a reputation. In this chapter, we’ll take a closer look at all the places where these fragments are created. A psychologist…
“We have a very clear understanding of our reputation, even without measuring it.” Reputation doesn’t arise in a vacuum; it is formed in this world. It is built from small fragments—fragments that each represent a perspective related to the company. These perspectives are shaped by experiences and any previous…