Thought leadership

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“intersection of knowledge management and marketing communications to .... Public Sector Technology; Anderson School of Management, University of New ...
Pre-publication draft | April 2009 Copyright © Jon Glasco

Becoming a Top EU Research Nation: A National Thought Leadership Program

for the Czech Republic

Ing. Jon Glasco, MBA Managing Partner Glasco Clark Associates [email protected]

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Abstract This draft paper focuses on the application of modern thought leadership practices, and how these practices could be used in the Czech Republic to establish the Country’s position as a leading EU research nation. It provides a definition of thought leadership and summarizes the major components of a national thought leadership (NTL) program. The paper also describes methods for identification and analysis of an international target audience, and discusses the benefits of using an NTL program to build the reputation and image of the Czech Republic as a leader in scientific research and knowledge. -------------------------------------------------------------------------------------------------------------

Introduction The Czech Republic intends to become a leading research nation and has a wide-ranging strategy to accomplish this vision, including investments in R&D, innovation and technology transfer, combined with participation in European Framework Programs and other research. Adding to its growing strength in life sciences, electronics, software, precision engineering and sustainability, the Czech Republic can build upon a history of innovation and knowledge in manufacturing, vehicle design, glass production, and other important sectors. One of the challenges for the Czech Republic is how to capture the value of the Country’s expanding body of knowledge by communicating an image of leadership in the international community. With the goal of “transforming knowledge into money,” the Czech Republic’s stated plans1 include: 

Development of a leading research center in Prague, to specialize in applied science in the fields of chemistry and physics (at an estimated cost of EUR 28 million)



Development of five research centers of excellence (planned by the Czech Government and the Academy of Science)



Application of resources from the EU Knowledge and Research program (with an expected total of more than EUR 2.3 billion)



Construction of a Center for Biotechnology and Biomedicine on a Greenfield site in the village of Vestec; providing a research facility for more than 400 workers 1

Adapted from “Czech Republic Eager to Become Top EU Research Nation” | www.wieninternational.at 1

In addition to building these knowledge centers and capabilities, another value generation strategy – although perhaps not as evident – is to apply thought leadership principles to take advantage of the investment in knowledge and research. A comprehensive thought leadership program, designed to convey the unique strengths and knowledge in the Czech Republic, would contribute to the Country’s objective of becoming a leading research nation.

Defining Thought Leadership In my book2 on the practices of innovation management, I define thought leadership as the “intersection of knowledge management and marketing communications to demonstrate leadership in topics of interest to customers, partners, suppliers and other stakeholders.” Today, most professional services firms recognize the importance of thought leadership, which for them is the ability to establish an image by communicating unique expertise on a topic, challenge or issue faced by their clients. They accomplish this by writing books, publishing articles and white papers, and delivering conference presentations. A program of thought leadership has the goal of using a body of knowledge and communication tools and techniques to persuade and influence a specific audience or group of decision makers. In the case of national thought leadership for the Czech Republic, the goal should be to communicate (to an international audience) the Country’s plans, projects, investments, partnerships and success – in both public and private sectors – in a manner that contributes to building a reputation as a leader in research and innovation.

Process and Components of a Thought Leadership Program When I first worked on thought leadership programs for major professional service firms in the US, we had a well-defined audience, which consisted of CEOs and other senior executives in global high-tech industries. Over a period of years, we developed a body of knowledge and thought leadership on topics such as reengineering practices, strategic alliances, integration of strategy and technology planning, globalization, next generation technologies, and innovation in the age of new media. Our thought leadership process typically consisted of six major components: Developing and maintaining a database on our target audience of CEOs



Planning and conducting annual surveys and research on topics of interest to executives in high-tech industries



Analyzing the survey data and research results



Developing a document platform (objectives, strategy, key messages and research implications, marketing campaign themes, source material, writer guidelines, and quality standards)





Writing and editing books, articles, white papers, and presentations



Producing and distributing the results of research and analysis to the target audience

Glasco, Jon (2007): Breakthrough! Innovation Management in Practice, Glasco Clark Associates, Barcelona, Spain 2

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Target Audience Research Media Relationships Portfolio Design and Management Major Components of a National Thought Leadership Program

Marketing and Communications Plan Content Types Document Platform Content Development (analysis, writing, editing, translation) Event Planning and Management

Planning and implementing a national thought leadership (NTL) program involves the following decisions and steps: 

Identify the international target audience – including current and future stakeholders, investors, companies, universities, venture capitalists, policy makers, and scientists



Analyze the audience groups and decide on the appropriate content types for each group



Develop a structure for the NTL portfolio and a document platform that facilitates content development and quality



Write, edit, translate and maintain standards for each content type (and rely on a master editor to ensure content usability, quality and consistency across the NTL portfolio)



Measure the results periodically by communicating with members of each audience

Target Audience: Multiple Dimensions and Objectives Unlike the professional service situation mentioned previously, a national thought leadership program manager must address an audience that is more diverse and difficult to reach in an era of information and media overload. Adding to audience complexity in today’s era of new marketing, a country that wishes to promote its research and knowledge leadership must use all the multimedia channels available to reach a broad, international audience. Table 1 provides examples of the options regarding target audience groups and thought leadership communications.

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Table 1. Thought Leadership Audience and Communication Options Potential Audience and Stakeholders

Thought Leadership Communications

FDI community

White papers

Multinational enterprises (MNEs)

Scholarly and scientific papers

CEOs and business leaders

Conference presentations

Venture capital community

Books

Journalists and analysts

Brochures

Policy makers

Internet content

Potential research partners

Blogs and weblogs

Government organizations

Social networks

Trade associations

News releases in the web world

Scientists, engineers, research professionals

Online forums and wikis

University lecturers, researchers and students

Webcasts, webinars, podcasts

Consultants and market research firms

Mobile messaging and video

A national thought leadership program must consider that the target audience will consist of several groups, and each group will have its own objectives in evaluating research and knowledge strengths; the R&D ecosystem, facilities and projects; investment incentives; centers of excellence; technology infrastructure; and the culture of innovation. Table 2 provides an example of a template for analysis of diverse target audience needs. Table 2. Template for Audience Analysis Audience Groups and Stakeholders

Key Interests

Information Needs

Concerns and Issues

Investors and venture capitalists

Audience groups will have various levels and types of needs for information on: R&D projects

Multinational enterprises (MNEs)

University programs National technology and science strengths

Corporate location specialists

Startup companies and leaders in high-tech sectors

Journalists Policy makers

Availability of EU resources

Potential R&D partners

Benefits and costs of research facilities, science parks and centers of excellence

Government

Government support and incentives for research and entrepreneurial ventures

Trade associations University researchers

Higher education institutions (HEIs)

Consultants and market research firms

Government policies to stimulate innovation

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Although an NTL program will in most cases not satisfy all the information needs of each audience group, the program should address major topics of interest in sufficient detail and serve as a gateway to other sources of information and analysis. International audience groups will need English versions of NTL documents and online content.

Technical versus Persuasive Communications Some members of the audience will seek mainly scientific and technical information, while others will need more persuasive content and messages. Most members of the target audience will have alternatives, and they will compare information from the Czech Republic with strategic options and benefits offered in other countries. Therefore, the NTL program should have a persuasive communications element. Table 3 summarizes the major differences between purely technical versus persuasive communications. Table 3. Technical vs Persuasive Communication Methods Technical Communications

Persuasive Communications

Intellectual response

Balance of intellectual and emotional response

Impersonal and objective

Often personal and subjective

Emphasizes features and details

Emphasizes benefits

Information driven

Influence driven

Structure is logical

Structure is situation dependent

Designed to convey data and information

Designed to influence decisions and get results

Conclusions Capturing the value of research and knowledge strengths depends on developing and applying strengths in national marketing, international communications, and thought leadership programs. An investment in national thought leadership should yield returns for the Czech Republic in terms of contributing to the objectives of: 

Establishing an international reputation as a leading EU research nation



Attracting foreign direct investment, venture capital funds, and other financing



Appealing to policy makers, corporate decision makers, multinational research partners, and prospective university students



Demonstrating to EU and OECD bodies (and to Europe’s R&D community) the full readiness and capacity of R&D authorities, organizations and workplaces in the Czech Republic to gain and utilize new R&D knowledge



Creating new jobs and preserving existing ones, while minimizing the brain drain



Emphasizing the Czech Republic’s culture of innovation

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References Cadil, V., Kucera, Z., Pazour, M. et al (2007): “Localisation Motives for Research and Development Investment of Multinational Enterprises,” Technology Centre of the Academy of Sciences of the Czech Republic Cassi, L., Corrocher, N., Malerba, F., and Vonortas, N. (2007): “Research Networks as Infrastructure for Knowledge Diffusion in European Regions,” pre-publication copy, 2007 Davenport, T. and Prusak, L. (1998): Working Knowledge: How Organizations Manage What They Know; Harvard Business School Press [ISBN: 0-87584-655-6] European Commission | DG Enterprise, Innovation Directorate (2001): “Innovation Policy in Six Candidate Countries,” in association with University College London and the Maastricht Economic Research Institute Glasco, J. (2007): Breakthrough! Innovation Management in Practice; Glasco Clark Associates [ISBN: 978-0-6152-0610-3] Kassicieh, S. K. and Radosevich, H. R. (1994): From Lab to Market: Commercialization of Public Sector Technology; Anderson School of Management, University of New Mexico; Plenum Press [ISBN: 0-306-44717-7] Knell, M. and Srholec, M. (2005): “Innovation Cooperation and Foreign Ownership in the Czech Republic” (draft), NIFU-STEP, Oslo and TIK Centre, University of Oslo Maastricht Economic and Social Training Centre on Innovation and Technology (2009): “European Innovation Scorecard, 2008,” Pro Inno Europe | Inno Metrics Mansell, R. and Wehn, U. (1998): Knowledge Societies: Information Technology for Sustainable Development, UN Commission on Science and Technology for Development; Oxford University Press [ISBN: 0-1-829410-7] Office of the Government of the Czech Republic (2005): “National Innovation Policy of the Czech Republic for 2005-2010” Office of the Government of the Czech Republic (2000): “National Research and Development Policy of the Czech Republic” Technology Centre of the Academy of Science of the Czech Republic (2005): “Report on the Czech Republic’s Participation in the Fifth EC Framework Programme and in the Fifth Euratom Framework Programme from 1998 – 2002” --------------------------------Jon Glasco served as consultant and writer for multinational telecommunications projects in the Czech Republic. He is Managing Partner of Glasco Clark Associates (www.gcaconsulting.com) an independent consulting firm established in 1990, specializing in business communications, innovation management and thought leadership services.

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