Business leaders of today are also the face and voice of their companies. A CEO sets the direction. The general public, customers, suppliers, owners as well as staff and management expect the CEO to provide guidance through the fate of the business, present and future. In synthesis: the way a CEO communicates significantly influences business success. Communications expert Katja Nagel explores practical cases to show the challenges CEO communications face and the successes it can achieve.

Dynamic environments demand a flexible organisation of tasks. In consequence, project management is becoming increasingly important to ensure that projects succeed. For teams to be successful, effective internal and external communication is of vital importance.

From DAX-listed to start-up, communications expert Katja Nagel explores case studies from different lines of business, cultures and geographical regions to outline the characteristics of successful project communications.

In a world shaped by globalisation, economic crisis and changing demographics in industrialised countries, people are looking for ways to make a living far beyond their local area. For companies, proving their attractiveness as employers has become a vital factor in the global competition for talent.

Communications expert Katja Nagel describes the essential building blocks of successful employer branding and discusses several examples of best practice.

In times of economic transition, companies frequently face special situations in which they are forced to rearrange structures and processes. A lack of adequate communication, both within the company and externally, is a potential threat to productivity, image and reputation.

In this book, communications expert Katja Nagel explains how targeted, strategically aligned communication facilitates dealing with special situations. A range of 10 scenarios, from internationalisation to repositioning, are discussed and cases such as Infineon or Versatel serve to illustrate how companies can master the challenges they face.

How did mobile telecommunications provider O2 accomplish the turnaround from a far-reaching crisis to 32 per cent growth in revenue? O2 simply did not play by the established rules: instead of cutting costs, O2 created new sources of revenue. Instead of upholding the old brand, O2 bravely created a new one. Instead of cutting costs for further training, O2 made massive investments in employee development and motivation.