{"id":13424,"date":"2016-03-01T10:31:03","date_gmt":"2016-03-01T09:31:03","guid":{"rendered":"https:\/\/www.ferrovial.com\/blog\/en\/?p=13424"},"modified":"2025-12-11T23:56:46","modified_gmt":"2025-12-11T22:56:46","slug":"reputation-image-corporate-identity-and-resources","status":"publish","type":"post","link":"https:\/\/www.ferrovial.com\/blog\/en\/2016\/03\/reputation-image-corporate-identity-and-resources\/","title":{"rendered":"Reputation, image, corporate identity\u2026 and resources"},"content":{"rendered":"

How important for any company are aspects such as reputation<\/strong>, image<\/strong> or corporate identity<\/strong>? All of these are no doubt critical, although there are still those who, driven by radical pragmatism, tend to think that the only thing that really matters if such aspects are to be improved is focusing on activities and doing things as best you can.<\/p>\n

There is undeniably a close link between doing things well, and having a good reputation or image. Well into the 21st century as we are now, it is difficult to envisage a company carrying out activities which are devoid of quality or inefficient, or not treating its staff well (to mention but a few of these critical aspects), but still maintaining a good reputation or image. In a world in which it is becoming increasingly difficult<\/strong> \u2013 or indeed impossible \u2013 \u00a0to control communication channels as in the past<\/strong>, it becomes ever more complicated to sweep the problems arising from poor performance under the carpet. This is not to say that there are no media channels still prepared to shine a positive light on the news items of a particular company in exchange for a certain sum in advertising, but the number of them is in sharp decline.\u00a0And the laws of competition and demand will make sure that they will disappear sooner rather than later, to be replaced by more principled media and a more responsible style of journalism, or simply by \u201cloose cannons\u201d, individuals not attached to any media company who take advantage of the dismantling of publishing barriers to write on the issues they feel passionate about, giving a whole new meaning to the word \u201camateur\u201d. Indeed, everything seems to suggest that in our increasingly transparent and exposed world<\/strong>, good behaviour is becoming more important<\/strong> by the day, as the security afforded by deep pockets for silencing rumours or funding campaigns is becoming a scarce \u2013 and unreliable \u2013 commodity.<\/p>\n

From this perspective, therefore, we have to start accepting that doing things properly is a must for business, the absolute bottom line for being accepted by clients, whatever their inclination. On this basis, reputation and image will depend on a company\u2019s ability to convey what it does in an appropriate manner<\/strong>, on the way it reaches out to society<\/strong>, makes itself known<\/strong>, or reacts to news items<\/strong>, or on its capacity for attracting and retaining talent<\/strong>. In an increasingly transparent society, the very idea of an opaque company which simply goes about its business without providing any information, a company wrapped in a shroud of mystery, generates mistrust. Even Apple, the world\u2019s most commercially valuable company, which used to thrive by generating intrigue and uncertainty in relation to its product strategy and development, and which even went as far as to prosecute those who attempted to publish information about the organisation<\/a>, has ended up employing Musa Tariq<\/a>, an expert in social media communications.<\/p>\n

As for communications, it would seem that the traditional press release is increasingly being considered a thing of the past. Successful companies are those able to invert the information flow, changing push <\/em>to pull<\/em> so that it is the journalists and bloggers covering the sector who consult \u2013 or even subscribe to \u2013 the company website in order to obtain information. And the corporate website, faced with the need to be dynamic and attractive, is being constantly updated to make it simple and user-friendly, and prioritise content creation.<\/p>\n

But beyond simply informing as to what a company does or doesn\u2019t do, communication departments are faced with a new challenge: how to give the company a human face<\/strong>, how to portray it as an interesting gathering of professional people with whom we would want to interact, how to sell it as a good place to work, with a set of values and committed to the good of society. Corporate Social Responsibility, or CSR, for many years considered as some sort of cloying propaganda relegated to a few pages of the annual report, starts to make sense, and is turning into an important competitive factor.<\/p>\n

What companies look for today are committed staff<\/strong>, people who are motivated<\/strong> in their jobs and excited by what they do. The derogatory expression \u201c<\/em>drinking the Kool-Aid<\/em><\/a>\u201d<\/em>, traditionally used in business circles to refer to those who parroted a company\u2019s corporate culture without any critical judgement, is being replaced by reality: the ability to attract and retain talent<\/strong> becomes vital in an increasingly competitive market, and being seen as a good and motivating workplace for aspiring professionals gains ever greater importance. Companies of the likes of Google (which has made \u201c<\/em>Googliness<\/em><\/a>\u201d<\/em> \u2013 defined as \u201ca mashup of passion and drive that\u2019s hard to define but easy to spot\u201d \u2013 its main selection criterion) have ceased to be perceived as something almost akin to a sect to become some of the highest ranking \u201c<\/em>Best place to work<\/em><\/a>\u201d<\/em> companies, perceived as the best in which to develop one\u2019s professional career, the most sought-after companies in the work market.<\/p>\n

And, in order to achieve all this, companies are starting to rationalise the concept of work: yes, motivation and productivity are important, but we shouldn\u2019t forget that we are dealing with people, people who may very well have other passions in addition to work<\/strong>; people who want to communicate ideas; who aspire to a relationship with their employers which is far removed from the traditional stereotypes of almost feudal servitude; people who look to their own personal development; people who think \u201cI am here because this is the place I have chosen, this is where I want to be\u201d. Training is increasingly provided by companies based on the thinking of famous Dutch football club AFC Ajax<\/a>: we want to have the best players, despite the risk that they may want to leave<\/strong>; we cannot compete with everyone on salary, but we will try to offer adequate incentives so that the best players will want to stay with us. From a people point of view \u2013 and note that even the term \u201chuman resources\u201d is now being questioned, given the negative connotations of treating people as just another resource \u2013, companies are starting to recognise the difference between brilliant, motivated professionals, who could probably go elsewhere but who we try to retain, and those who simply \u201cdo their job\u201d or \u201cdo what\u2019s required of them\u201d and who end up staying in the company because they have nowhere else to go, as some sort of \u201csediment\u201d.<\/p>\n

Today\u2019s context is defined precisely by these changes in work relations and communications. A key priority for companies, to be trumpeted and published everywhere, from the annual report to the website, is being able to show that they are \u201cmore than mere producers of products or services\u201d. People must become visible: managers are no longer managers simply because they do a good job, but because they can exercise leadership both internally and externally<\/strong>. Having the best people is important, but affording them the possibility to prove that they are the best, and the kudos that comes with it, is equally important. For an infrastructure services company specialising in toll roads, airports, construction and services, highlighting the fact that it has professionals who can dedicate salaried working hours to thinking how Star Wars\u2019 Death Star might be built today<\/a>, how to design and maintain a vertical garden<\/a>, how to incorporate wearables<\/em><\/a> into everyday life, or what an average day at Heathrow Airport<\/a> is like, is no longer perceived as a frivolity, but rather as a competitive factor<\/strong>, a showcase for the company\u2019s activities, and, of course, a trigger for internal communications.<\/p>\n

And so a modern system of communications becomes vital<\/strong>. A process which implies complex changes in the perception of both the company and company activities, which has implications for many departments and job profiles, and which does not produce immediate results. This process is a long-term investment. But behind it looms a whole new change in context, and adapting to it is critical. Those who are able to recognise the true importance of the task at hand, those who are the first to experiment it, to do it better, will no doubt gain substantial advantage. For there is only one way forward.<\/p>\n

 <\/p>\n

An article by Enrique Dans<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

How important for any company are aspects such as reputation, image or corporate identity? 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Tras licenciarse en Ciencias Biol\u00f3gicas por la Universidade de Santiago de Compostela, curs\u00f3 un MBA en el Instituto de Empresa, se doctor\u00f3 (Ph.D.) en Sistemas de Informaci\u00f3n en UCLA, y desarroll\u00f3 estudios postdoctorales en Harvard Business School. En su trabajo como investigador, divulgador y asesor estudia los efectos de la innovaci\u00f3n tecnol\u00f3gica sobre las personas, las empresas y la sociedad en su conjunto. Adem\u00e1s de su actividad docente en IE Business School, Enrique desarrolla labores de asesor\u00eda en varias startups y compa\u00f1\u00edas consolidadas, es colaborador habitual en varios medios de comunicaci\u00f3n en temas relacionados con la red y la tecnolog\u00eda, y escribe diariamente desde el a\u00f1o 2003 en su blog personal, enriquedans.com, uno de los m\u00e1s populares del mundo en lengua espa\u00f1ola.","sameAs":["http:\/\/www.enriquedans.com"]}]}},"_links":{"self":[{"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/posts\/13424","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/types\/post"}],"replies":[{"embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/comments?post=13424"}],"version-history":[{"count":2,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/posts\/13424\/revisions"}],"predecessor-version":[{"id":54414,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/posts\/13424\/revisions\/54414"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/media\/13423"}],"wp:attachment":[{"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/media?parent=13424"}],"wp:term":[{"taxonomy":"nivel-1","embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/nivel-1?post=13424"},{"taxonomy":"nivel-2","embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/nivel-2?post=13424"},{"taxonomy":"nivel-3","embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/nivel-3?post=13424"},{"taxonomy":"nivel-4","embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/nivel-4?post=13424"},{"taxonomy":"nivel-5","embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/nivel-5?post=13424"},{"taxonomy":"topic","embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/topic?post=13424"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.ferrovial.com\/blog\/en\/wp-json\/wp\/v2\/coauthors?post=13424"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}