The Intersection of Reputation & Culture
To effectively build and protect reputation requires an organizational mindset that actively incorporates reputational risk as a critical input into decision-making.
Only then will the organization be well positioned to identify strategic opportunities as well as reputational risks, effectively manage crises or significant issues when they do arise, and create the reservoir of goodwill amongst the multiple stakeholders it requires to thrive.
The ability of an organization to manage reputational risk is a combination of two primary variables:
Preparedness: The degree to which an organization is prepared and has optimized its process and ability to respond to unexpected crisis events
Stakeholder Sensitivity: The degree to which the organization is able to proactively identify future risks (and opportunities) and effectively incorporate stakeholder perspective into decision-making.
Culture is the degree to which an organization prepares—at the highest leadership levels—to respond to unexpected events while understanding and incorporating the perspective, expectations and needs of their full range of stakeholders into every strategic decision made.
Identifying Your Organization’s “Personality Type”
Not unlike each of us, organizations have a “personalities” that develop over time and impact the reputational risk culture. These personalities tend to fall into four distinct types which reveal the degree to which and organization is vulnerable to reputational risk and areas where its approach needs to be strengthened:
Click on any bird below to learn their full personality!
At BMCG, our goal is to help you build an organizational culture in which reputation is viewed as a key asset and fundamental strategic input into decision-making.