CHRIS ATKINS, Partner/director, Ketchum's global practice, New
York
It was an interesting decision to make Parsons the new CEO. When AOL
first merged with Time Warner, everyone wondered what AOL was going to
do with it. Now, there has been this reversal and Time Warner is in the
driver's seat. The question both companies have never articulated is how
they plan on merging these two powerful franchises and the astonishing
content that Time Warner could provide to the 30 million-plus AOL
subscribers.
Parsons needs to start getting senior counsel to focus on his vision for
the company, however he sees it. He won't have a hard time lining up
major media. Normally, a new CEO takes a couple of months to explore
opportunities before he jumps into the water. However, Parsons has had a
lot of experience at Time Warner and should be able to move into drive
fairly quickly.
By far, the biggest challenge he faces is becoming as intimately
knowledgeable about AOL as he is about Time Warner. After that, he needs
to figure out how to successfully leverage it as a brand.
JAN LEWIN, General Manager, Manning Selvage & Lee, Atlanta
All indications are that Richard Parsons is an extremely savvy
communicator that was chosen because of his ability to facilitate
communications between factions at Time Warner. The problem is that
there seems to be confusion in the media and on Wall Street about why
Gerald Levin made the announcement at this time and in this way. The
first goal should be to look at current perceptions that COO Robert
Pittman is the operator and Parsons is the regulatory guy. Parsons must
define his administration as either business as usual or as a shake-up
that will let the company to move forward into its next phase.
Essentially, Parsons needs to finish telling the story.
He has to step up as a communicator and demonstrate leadership, or he
risks being perceived as a frontman. His communications goals should be
to clarify roles, define the goals, and outline the strategy.
LESLIE GAINES-ROSS, Chief knowledge and research officer,
Burson-Marsteller, New York
He's in an interesting position because, until May, he's a CEO in
waiting.
During the transition, he should keep a low profile and work on building
relationships with regulators in DC and on Wall Street. In particular,
Parsons should be prepared for meetings with people from the Street
because they will judge him differently than consumers. They want to see
that he understands the business and that he stays on top of the
company. He should also hold town meetings during the next couple of
months. There is a mistaken belief that an insider knows everything, but
it's important that he listens to what people are saying. One of the
most important things is the message of continuity and change. He should
work to maximize confidence and minimize the uncertainty. Parsons should
also be ready to answer questions about what will remain the same and
what will change. And as the new CEO, he needs to start thinking about
his management team. And, he certainly should pay tribute to Gerald
Levin and the legacy that he leaves behind.
TAL WRIGHT, Director of communications, Georgia Power Co., Atlanta
I'd suggest that Parsons design communications goals and strategies
around his business plans. If investor confidence is a business issue,
I'd suggest a strategy with the objective of improving communication
with institutional and/or retail investors. There may also be a need to
support subsidiary marketing efforts, such as promoting AOL or CNN. In
these areas, Parsons could focus on the benefits that the merger of
these companies brings to consumers, viewers, advertisers, and
subscribers. With all of the changes these companies have been through,
he may also have some significant internal communications challenges,
and he may need to set goals to improve employee satisfaction and
morale. If he links his business and communications goals, his company
will be successful, and he won't have to promote himself.
