The innovation-oriented communication‘s strategy planning of cultur e organizations

Edita UrbonavičienėPublic relations specialist,

Kaunas County Public Library

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Based on Ališauskas, Karpavičius, Šeputienė (2005)4

Based on Ališauskas, Karpavičius, Šeputienė (2005); Jakubavičius et al. (2008)

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Based on Fitzgibbon (2001); Jakubavičius et al. (2008); Staškevičius (2004); Tidd, Bessant, Pavitt

(2005)6

Decentralized (flattened) organizational structure;

Collaborative relationships (effective team working);

Organizational learning; Extensive communication; Creative organizational culture; Market research.

Cotterman et al. (2009); Fitzgibbon (2001); Jakubavičius et al. (2008); Tidd, Bessant, Pavitt (2005)

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Public awareness; Use of services; Creation of educational materials; Recruitment of volunteer workers; Fund raising.

Boyer (1997); Dolnicar, Irvine, Lazarevski (2008); Theaker (2004)

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It is important for innovation:Creativity oriented management (extrinsic motivation);Creative self-management;Flexible organizational culture.

Cotterman et al. (2009); Dagytė (2010); Jucevičius (1998); Robbins (2003); L‘Etang (2008)

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Ensure clear and consistent massages about the innovation;

Highlight the benefits and value to audience; Invite to participate by providing comments

and suggestions; Empower others to act on the innovation; Ensure the expectations the publics had of

the innovation; Limit misunderstandings and rumours that

may damage innovation process.

Barrett (2004); Davis (2007); Green (2007)11

Based on Barker, Gower (2010); Grunig (1997); Skiner, Von Essen, Mersham (2003) 12

Based on Clutterbuck, Hirst (2002)13

Clutterbuck, Hirst (2002)14

Barrett (2004)15

Based on Oliver (2007); Patterson, Radtke (2009); Ulevičius (2006); Wilcox et al. (2007); Wilson (2001)

EVALUATION

RESEARCH

·Background information (market situation, mission and vision of the organization, customers, etc.)·Situation analysis·Problem and potential harm

PLANNING

·Campaign goal(s)·Objectives·Key publics·Expected result

IMPLEMENTING

·Strategies·Message design·Tactics·Calendar·Budget

·Evaluation criteria·Evaluation tools

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I. Research

II. Planning

III. Implementing

IV. Evaluation

Organizational mission, vision

CREATING INNOVATION

Top management of the organization

Communication management team

Organizational communication researchCompetitors analysisConsumers surveyFeedback capture

Employees

Internal communication research

ORGANIZATIONAL CULTURE CHANGE

IMPLEMENTING INNOVATION

Connection to organizational foundationCommunication

Staff involvement

The system of idea generation and offering

Transformation of valuesParticipation in decision-makingMotivation systemStaff training

The innovative ideas pocket

Idea testing

Customers

COMMUNICATION STRATEGY

Setting goal and objectives

Identifying target audiences

Conducting the expected result

Setting strategiesDesigning communication message

Combining communication channelsCreating tactical plan

Connection to organizational foundation

Evaluation of the results

Evaluation criteria and tools

THE GUIDELINE OF THE COMMUNICATION STRATEGY IMPROVEMENT

Challenges of the values

Creation and improvement

Assumptions implementing innovation

Change team

Installing values

Target audiences

Creating new communication approach and strategies

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The congress of the heads of the public libraries;

The meeting for the experts of the representative activities;

Live broadcasts and training for the employees of the libraries;

Live broadcasts and campaigns for the public.

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The guidelines for the innovative public library

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The vision of Pasvalys Marius Katiliškis Public Library

The models offered by the participants of the competition

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Driving forces Resisting forces