In a region where business history is dominated by the concepts of 'relationships' and 'connections', it should stand to reason that the chief role of corporate communicators and their advisors would be the development, enhancement and management of relationships that enable positive business outcomes. This is not necessarily so.
In this era of non-performing loans, shaky markets, uncertain economies and political and social change, corporate communicators are largely focused on positioning for their organizations products, services and performance and not on examining the more finite strength of relationships with key stakeholders. The premise here is not one of mutual exclusivity, but rather one of symbiosis where relationships with stakeholders provide the focus for...
