Centers of Excellence are in the headlines. SSON Analytics data tells us nearly 60% of global shared services already operate COEs, with another 20% planning to do so soon. 

In this three-part series SSON columnist and communications expert Aniisu Verghese outlines the value of investing in communications as a Center of Excellence: What does it take for organizations and communication teams to get there? And how are such teams built as the organization reframes how communications is perceived?

Part 2: Building a Strategy

In part 1, we looked at some of the trends shaping the world of work and shared services (or Global Capability Centers) from the context of communications. In part 2, we will look at the elements needed to begin the process and also navigate the issues that surround such initiatives.

Learn the pain points

Stakeholder management is crucial for the success of establishing communications as a center of excellence (COE). Gaining a deeper understanding of the business issues, the pain points they face and what prevents them from doing their best can offer clues on communication interventions. It is important to note that not all business issues can be solved with communications. If a product is poor or the service is inadequate, no amount of communication can solve for it.

Audit the state of communications

Scanning the environment and understanding what it takes for the organization to communicate, day-in and day-out, can help build an effective strategy – for example, understanding the number of agencies used, budgets used, resources available, training investments and outcomes received. Look up any stakeholder feedback survey results and trend data that is available. Do your own first-hand investigation on the types of communication created and the value perceived by stakeholders. More often than not, you may discover duplications taking place and that the true value of communications isn’t clear or appreciated.

Outline the strategy

The strategy must align with the overall vision of the organization and focus on deriving value not just in the near term but five to 10 years in advance. Build a framework for communication creation, delivery, and measurement based on global best practices. Include stakeholders such as business leaders, legal and compliance, agencies and the communications team to ensure all perspectives are covered. Build a product and service catalogue which will cater to the needs and define clear service levels. Having a set of use cases, building a model for engagement and agreeing assessment metrics will go a long way in preventing gaps downstream.

Bolster the agenda

Nothing gives stakeholders more confidence than knowing their work is in the right hands and they can count on the team to deliver on time, every time, at an agreed quality and maturity. Having relationship managers to oversee engagement is crucial. Build consistent templates and practices, brand training, and a coherent narrative to drive confidence in the communication center of excellence. There needs to be a career path defined for those in this center as they progress in their journey.

Test the waters

It is only when the rubber meets the road that you know whether the model is robust or not. Try out a piece of work and make it a pilot to gain commitment and trust. Demonstrate the ability to garner value and keep stakeholders informed on progress. Build assets which can be reused to save time and effort. Demonstrate end-to-end ownership and show proof that measurement metrics are giving returns as expected.

It is important to know that communications is a horizontal offering that cuts across teams like the HR function, business teams and corporate services. At the end of the day, the team must be viewed as a business partner that is helping stakeholders focus on what’s important for them while leaving communication to the experts.

In the next segment, we will look at how organizations can establish and develop communication centers of excellence and gain business value.