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The Business of Influence | Just another WordPress.com site

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The Business of Influence | Just another WordPress.com site | dynamicinfluence.wordpress.com Reviews
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Just another WordPress.com site (by Terence Lyons)
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The Business of Influence | Just another WordPress.com site | dynamicinfluence.wordpress.com Reviews

https://dynamicinfluence.wordpress.com

Just another WordPress.com site (by Terence Lyons)

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News Corp Outrage Meter: a back of the napkin calculation | The Business of Influence

https://dynamicinfluence.wordpress.com/2011/07/22/news-corp-outrage-meter-a-back-of-the-napkin-calculation

The Business of Influence. Just another WordPress.com site. News Corp Outrage Meter: a back of the napkin calculation. Is there a simple way of calculating the depth of outrage against News Corp’s behavior? I doubt so let’s give a try anyway. P = Probability of occurrence (0% 100%). The higher the probability with no corresponding action in redress by News Corp the greater the outrage. T= The time frame in which News Corp knew of the practices without taking remedial action. Would you risk your firm&#821...

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May | 2011 | The Business of Influence

https://dynamicinfluence.wordpress.com/2011/05

The Business of Influence. Just another WordPress.com site. Archive for May 2011. Tools, tips, methodologies, science and a dose of art for the business of influence. Leave a comment ». Hello All. Welcome to an assortment of ramblings on the business of influence. The modest aim – Rewrite the playbook for big issues, across wide geographies, dispersed team and diverse stakeholders. Clearly defined stakeholders segments has not adapted to the new reality and is quite simply, no longer valid.

3

June | 2011 | The Business of Influence

https://dynamicinfluence.wordpress.com/2011/06

The Business of Influence. Just another WordPress.com site. Archive for June 2011. Corporate reputation – the Rubik’s cube of influence and risk. Leave a comment ». Corporate reputation management. The sum of the parts and their inter-connections. The thinking behind the cube came from both Michael Porter’s. Modeling and from workshops across many different countries. The point: we need to look beyond neat corporate silo’s when it comes to managing corporate reputation. Written by Terence Lyons.

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Corporate reputation – the Rubik’s cube of influence… and risk | The Business of Influence

https://dynamicinfluence.wordpress.com/2011/06/20/corporate-reputation-the-rubik’s-cube-of-influence…-and-risk

The Business of Influence. Just another WordPress.com site. Corporate reputation – the Rubik’s cube of influence and risk. Leave a comment ». Corporate reputation management. The sum of the parts and their inter-connections. The thinking behind the cube came from both Michael Porter’s. Modeling and from workshops across many different countries. The point: we need to look beyond neat corporate silo’s when it comes to managing corporate reputation. Written by Terence Lyons. June 20, 2011 at 10:46 am.

5

About | The Business of Influence

https://dynamicinfluence.wordpress.com/about

The Business of Influence. Just another WordPress.com site. Leave a comment ». This is an example of a WordPress page, you could edit this to put information about yourself or your site so readers know where you are coming from. You can create as many pages like this one or sub-pages as you like and manage all of your content inside of WordPress. Written by Terence Lyons. May 13, 2011 at 4:10 am. Leave a Reply Cancel reply. Enter your comment here. Fill in your details below or click an icon to log in:.

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The Business of Influence | Just another WordPress.com site

The Business of Influence. Just another WordPress.com site. News Corp Outrage Meter: a back of the napkin calculation. Is there a simple way of calculating the depth of outrage against News Corp’s behavior? I doubt so let’s give a try anyway. P = Probability of occurrence (0% 100%). The higher the probability with no corresponding action in redress by News Corp the greater the outrage. T= The time frame in which News Corp knew of the practices without taking remedial action. Would you risk your firm&#821...

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