Corporate Diplomacy

  • Corporate Diplomacy

Negotiating, communicating and partnering with external stakeholders

  • The Role of Diplomacy in an Economic Context
  • Diplomacy in Companies: What, Why, Who, Where and When
  • External Stakeholders and Public Diplomacy
  • Strategic Corporate Communication and Success
  • PPP – Public Private Partnerships
  • Reputation, Image and Cultural Diplomacy
  • The Global Factor: Relationships and Business Development
  • Strategy, Leadership and Volatile Alliances
  • Business Leaders and Diplomacy
  • Global Affairs, International Trade and Branding
  • Social Responsibility, Protocol and Perception
  • Engagement, Vision and Profit

Corporate Diplomacy Intensive Training
The Role of Diplomacy in an Economic Context |500

Every day, CEO’s, senior managers and executives negotiate, communicate and partner with external stakeholders such as other businesses, governments, media, non-profit organisations. Communication is not enough in today’s global world. This unit focus on a new triangle of relationships is being forged daily, and the espousal of Diplomacy as a set of skills is an urgent need for the corporate world.

Diplomacy in Companies: What, Why, Who, Where and When? |501

Successful innovation in companies always involves speed and good timing. Emerging client needs, global markets competition, and available expertise solutions must be aligned. When a company enters a market too early, the solutions are there but there is a lack need for them. If itenters too late, someone else is already leading. Corporate Diplomacy is a barometer of speed and time.

External Stakeholders and Public Diplomacy |502

Corporate diplomacy is the role senior executives play in advancing the corporate interest by partnering, negotiating, and creating alliances with key external players, including consultants, governments, other companies, the media and non-governmental organisations.

Strategic Corporate Communication and Success |503

This course focuses on the process of exchanging information between potential clients and stakeholders from different cultural backgrounds in a way that preserves mutual respect and minimises antagonism.

PPP – Public Private Partnerships |504

This unit focuses on the public-private partnerships (PPPs) as visionary terms of collaboration. In general, governments need companies to augment the financial returns for their country and companies need the state’s reputation and influence in return. These types of partnerships assume a wide range of forms, varying in the extent of involvement of and risk taken by the private party. The terms of a PPP are typically set out in a contract or agreement that outline the responsibilities of each party and allocate risk. This course also emphasises on the type and spectrum of PPP agreements and the need for growing this collaboration: from corporatisation and decentralisation to service contracts, from concessions to joint ventures or performance contracts.

Reputation, Image and Cultural Diplomacy |505

This unit focuses on the ties between reputation, image and cultural diplomacy. Cultural diplomacy is a popular tool of public diplomacy initiatives to create or maintain a favourable image of different countries or among foreign populations within different countries. Reputation and image are constantly disrupted by the media, global events and external factors that influence markets, and in turn corporate decisions. This unit also analyses the link between nation branding and lobbying.

The Global Factor: Relationships and Business Development |506

This unit focuses on the reasons behind the rise in the importance of corporate diplomacy – the combination of growth, globalisation, and an increasing realisation by business executives that they have to play an active role in influencing governmental rule making and in shaping perceptions. It also covers the shift of sales for business development by constant incorporation of a global strategy necessary for establishing appropriate rules governing the growth and competition in various national and international industries.

Strategy, Leadership and Volatile Alliances |507

The rise of corporate diplomacy is a global phenomenon, but it’s being essentially driven by different forces in different regions. Another driving force is the dramatic upsurge in M&A activity, driven by rising stock market valuations and decreasing barriers to merger activity. It takes a lot of diplomatic skill not just to strike deals, but to shepherd them successfully through a thicket ofregulatory approvals and stakeholder challenges. Think, for example, about the trouble that XM and SIRIUS are facing in their efforts to merge, or the surprising role that the United Steelworkers union is playing in influencing mergers in the steel industry, or the challenges Exxon is facing in keeping its alliance deals in Russia intact.

Business Leaders and Diplomacy |508

This unit focuses on the relationships between business leaders and the diplomatic set of skills. Every day, business leaders are asked not only to design business strategies and maximise financial objectives but also cultivate a successful corporate culture with individuals forever in personal growth cycles and a company view that never looks away from the eternal horizon of the future.

Global Affairs, International Trade and Branding |509

This unit focuses on the global affairs bionomy: international development and international security, and its marriage with trade and branding versus corporate risks. The unit also analyses the potential solutions to the unique challenges of an interdependent world, defined by social, cultural, and economic transformation and its paradigms.

Social Responsibility, Protocol and Perception |510

Through this course, the participants will be able to understand how large companies influence the world. They are powerful entities, to the point that they may collide with the interests of sovereign nations and the society. In light of this often-aggressive approach, some areas of corporate culture have started embracing a philosophy that balances the pursuit of profit with a commitment to ethical conduct. This is achieved through charity events and protocol, as well as understanding the expectations that the civil society has from the corporation.

Engagement, Vision and Profit |510

This unit focuses on the general rules of achieving financial success in a business. It emphasises that one cannot increase profits directly, but only indirectly. Profits of a business cannot be increased without a specific strategy. The only thing that one can do to increase profits is improve the variables that ultimately determine the level of profitability. This course goes through the 10 variables of profitability, maintaining faithfulness with the vision and stakeholder engagement.

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