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Corporations have spotted a gaping hole in the market left by traditional media and are attempting to fill it with their own forms of corporate media.
But according to former-Financial Times journalist turned media entrepreneur Tom Foremski, corporates are failing to connect with their audiences and there are very few successful examples of the genre.... 
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MHPM Project Managers has taken a different approach with the release their first CSR (Corporate Sustainability Report).
Instead of the normal text report that other companies release, MHPM created an infographic poster with all of their sustainability information. It serves as a great example to their clients of how even CSR data can be designed in an engaging way.
[Innovative model and CSR reporting tool~ Jeff]
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The Arthur W. Page Society today introduced “Building Belief: A New Model for Activating Corporate Character and Authentic Advocacy,” a corporate comms model that builds upon the organization’s 2007 “Authentic Enterprise” report. Back then, the group described the new comms landscape. This new model offers a framework for managing it....
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Nothing gets management's attention faster than negative media attention.
Want to get a company's attention? Go public with your gripes. Few things prompt change in U.S. businesses as much as bad media attention does, new research shows.
A study by University of Illinois business professor Michael Bednar found that negative media coverageprompts firms to engage in greater levels of strategic change than previously thought.
"As the news media reports negatively about firms, that registers with executives," Bednar said. "And that, in turn, prompts executives to engage in larger-scale strategic change."...
Jeff Domansky's insight:
Dissidents, activists and whistleblowers have known this "strategic PR" secret weapon for years ;-)
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“To touch and improve lives” is the stated purpose of Procter & Gamble. One has to ask: Doesn’t every company want to improve the lives of its customers, employees, and other stakeholders? Would a company deliberately not want to improve lives?
...In an October interview with Fortune, P&G CEO and Chairman Bob McDonald discussed the financial pressures facing the company and outlined some of his initiatives to address these.
However, this interview raised more issues for me than it did answer or address them. There’s the problem of the multiple messages that employees hear each day. There’s the 40-20-10 plan asking employees to focus on 40 biggest categories/countries, 20 biggest innovations, and 10 emerging markets. Then there’s a message to focus on “discontinuous innovation,” in other words, radical or revolutionary innovation. So does that mean only discontinuous innovations will be accepted and funded in the next few years? What about other less radical innovations? Where do they fit? Should employees bother recommending anything less than discontinuous innovation?...
[Is your corporate message, mission or tag line muddled? ~ Jeff]
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Tom Foremski shares some clear lessons for corporate communicators including: "organizations must avoid vanity media and report and share stories that engage their audience." He also worries about journalism in an era where page views count more than news.