A solution that’s been there all along?

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Recruit the subject-matter and market experts who can help to dig up that all-important point of view, the sales people who will be using the content in the field, and the thematic specialists who can stress-test the thinking. They are your most useful allies and the outputs’ best publicists.

Two approaches emerged in our discussion. You can pick these people from those who ‘get it’ – who understand thought leadership and know what it can achieve. Or there’s the potentially more rewarding method of going after those who don’t get it. Chip away at these reluctant stakeholders, and they might eventually become your fiercest advocates.

With stakeholder buy-in an especially big hurdle for multinational firms, try changing the list of ecuador cell phone numbers way you frame the debate. Placing the emphasis on teamwork instead of compromise will reduce apathy and minimise conflict. How can local stakeholders work with the global stakeholders – and vice versa?

Define your audience

There was resounding consensus among panel members that any campaign, article or event must start with the client. It is essential to establish what you want your thought leadership to achieve and who exactly you want it to reach – once you’ve done this, you can tailor it to them.

Put your external audience first, and make sure you understand its concerns. Getting hung up on your internal stakeholders and seeing your task solely through an internal lens will produce content that might strike a chord within the four walls of your HQ, but will struggle to have any impact beyond – let alone across geographical borders.

Too often, people write because they want to say something instead of because they have something to say. Starting with your clients’ agendas as opposed with your own, and asking ‘who is going to read this?’ will focus minds and lead to content that is new and relevant – wherever it is consumed.