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	<title>Comments on: Reputation Infections</title>
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	<link>http://reputationxchange.com/2009/06/18/reputation-infections/</link>
	<description>ReputationXchange.com is a blog written by Dr. Leslie Gaines-Ross, Weber Shandwick's Chief Reputation Strategist</description>
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		<title>By: Deon Binneman</title>
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	<link>http://reputationxchange.com/2009/06/18/reputation-infections/</link>
	<description>ReputationXchange.com is a blog written by Dr. Leslie Gaines-Ross, Weber Shandwick's Chief Reputation Strategist</description>
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		<title>Comments on: Reputation Infections</title>
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	<link>http://reputationxchange.com/2009/06/18/reputation-infections/</link>
	<description>ReputationXchange.com is a blog written by Dr. Leslie Gaines-Ross, Weber Shandwick's Chief Reputation Strategist</description>
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		<title>By: Deon Binneman</title>
		<link>http://reputationxchange.com/2009/06/18/reputation-infections/comment-page-1/#comment-31917</link>
		<dc:creator>Deon Binneman</dc:creator>
		<pubDate>Thu, 18 Jun 2009 18:10:36 +0000</pubDate>
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		<description>I do agree with the gist of this article. Building, Sustaining and Protecting Corporate Reputation is no longer a Corporate Communications only function, it has become a management discipline that needs systemic thinking skills and holistic approaches.

Just as a matter of interest, The new draft King Code 3 on Corporate Governance,states in  “Principle 4.14: The board should ensure that the company’s reputational risk is protected&#039;&#039; 

Worldwide reputation risk is seen as the highest-order risk and most dangerous to organizations, because of its volatility and unpredictability. 

Part of the problem is that some regard it as a strategic risk whilst others see it as a consequence of a risk. The way an organization therefore defines it, will have a material impact on how it will be mitigated and treated. 

This will affect whether the CSO will be able to execute his tasks effectively. I for instance define Reputation Risk in 4 different ways. Each of these has a strategic bearing on how reputation risk should be mitigates and protected.</description>
		<content:encoded><![CDATA[<p>I do agree with the gist of this article. Building, Sustaining and Protecting Corporate Reputation is no longer a Corporate Communications only function, it has become a management discipline that needs systemic thinking skills and holistic approaches.</p>
<p>Just as a matter of interest, The new draft King Code 3 on Corporate Governance,states in  “Principle 4.14: The board should ensure that the company’s reputational risk is protected&#8221; </p>
<p>Worldwide reputation risk is seen as the highest-order risk and most dangerous to organizations, because of its volatility and unpredictability. </p>
<p>Part of the problem is that some regard it as a strategic risk whilst others see it as a consequence of a risk. The way an organization therefore defines it, will have a material impact on how it will be mitigated and treated. </p>
<p>This will affect whether the CSO will be able to execute his tasks effectively. I for instance define Reputation Risk in 4 different ways. Each of these has a strategic bearing on how reputation risk should be mitigates and protected.</p>
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