But first, Craig, without taking too much of a detour, I wanted to talk briefly about an organizational change at one of the world's biggest companies, Microsoft.
Earlier this month, our mutual friend and colleague Frank Shaw announced his departure as chief communications officer.
I know we both have plenty of great things to say about Frank, but that's not why I bring it up.
There's been some discussion in communication circles after Microsoft revealed last week that the comms function will move out of the marketing group and into the division led by Microsoft's man in Washington, Brad Smith.
And in explaining the move, CEO Satya Nadella said he wants employees to become an even bigger part of how Microsoft tells its story.
Now, moving comms from the products and marketing area to the realm of policy and government relations prompted some skepticism and some support.
Who knows? But I thought it was worth looking at it from an organizational perspective, the pluses and minuses of where that role sits in any company.
I see this as an argument for the non-market strategy, corporate affairs that deals with the political, the legal and social conditions that are determining whether a company can accomplish its bigger goals.
And if communications is focused purely on supporting marketing, I would say that's almost too narrow of a function.
But through corporate affairs, it can connect to these wider conditions for decision-making across the business.
And so I'd say it's going to create the potential for an exponential effect in ways that it can't when it's just through marketing.
So whether you're thinking about the relationships, the knowledge, the capabilities in different parts of the company, I think there's a lot of potential here for them to reinforce each other.
I've also written about what I would call this idea of the illusion of the seat at the table.
And this is one that Frank and I have talked about several times over the past few years.
You can become so taken in or absorbed by the executive team's view that you end up losing that outsider perspective that you're supposed to bring.
And you could spend so much time so much effort securing your place in the room that you end up neglecting the relationships everywhere else.
But first, Craig, without taking too much of a detour, I wanted to talk briefly about an organizational change at one of the world's biggest companies, Microsoft.
Earlier this month, our mutual friend and colleague Frank Shaw announced his departure as chief communications officer.
I know we both have plenty of great things to say about Frank, but that's not why I bring it up.
There's been some discussion in communication circles after Microsoft revealed last week that the comms function will move out of the marketing group and into the division led by Microsoft's man in Washington, Brad Smith.
And in explaining the move, CEO Satya Nadella said he wants employees to become an even bigger part of how Microsoft tells its story.
Now, moving comms from the products and marketing area to the realm of policy and government relations prompted some skepticism and some support.
Who knows? But I thought it was worth looking at it from an organizational perspective, the pluses and minuses of where that role sits in any company.
I see this as an argument for the non-market strategy, corporate affairs that deals with the political, the legal and social conditions that are determining whether a company can accomplish its bigger goals.
And if communications is focused purely on supporting marketing, I would say that's almost too narrow of a function.
But through corporate affairs, it can connect to these wider conditions for decision-making across the business.
And so I'd say it's going to create the potential for an exponential effect in ways that it can't when it's just through marketing.
So whether you're thinking about the relationships, the knowledge, the capabilities in different parts of the company, I think there's a lot of potential here for them to reinforce each other.
I've also written about what I would call this idea of the illusion of the seat at the table.
And this is one that Frank and I have talked about several times over the past few years.
You can become so taken in or absorbed by the executive team's view that you end up losing that outsider perspective that you're supposed to bring.
And you could spend so much time so much effort securing your place in the room that you end up neglecting the relationships everywhere else.
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