As we know, AI has been all the buzz and communicators have been scrambling to figure out which tools are best to use to integrate into their workflows as well as the rules of engagement. There is a flood of information on the various tools at our disposal and rapid advancements have placed governments in a race to regulate AI.
The debate also rages on about whether AI will indeed contribute towards productivity, replace jobs and so forth. But have we stopped to think about the impact AI could have on our curiosity – a key characteristic of any communicator worth their salt.
A few months back, I attended a PRCA conference and one keynote address by Paul Spiers, Founder of The New P&L – Principles & Leadership in Business®’ Podcast Series & The New P&L® Institute, really put this into perspective for me. In his talk, titled ‘Are we outsourcing our curiosity to an algorithm’, Paul outlined a powerful paradox – we have access to more information than ever before, but because of our search history, the algorithms feed us a narrow view of the world, compromising our curiosity. The concern? Entertainment over inspiration, information over knowledge.
As communicators, we have to dig deeper into a story to unpack the key essence of our client’s brand or offering in order to capture imaginations, make it relevant for our client’s audiences and in the process shape our client’s reputation. By relying on an algorithm to deliver our inspiration we run the risk of narrowing our scope of inspiration, turning us inwards and not outwards. We need to ensure that we use AI and any other technology to drive our natural sense of curiosity instead of diminishing it.
Did you know that three of the top five skills needed in business are based on curiosity? Analytical thinking, creative thinking, curiosity and lifelong learning.
Curiosity is ultimately the basis of our expansion of knowledge and empathy of others; it drives creativity which in turn drives innovation. As Paul notes, seismic challenges in society offer tremendous opportunities to rethink the way we live and do business and all of this relies on curiosity. “The ability to determine the future of business relies on the levels of curiosity needed to imagine it,” says Paul Spiers.
An interesting insight from research by The P&L Institute is that many people in the creative and comms industries feel that they’re losing their creative courage. Clearly, we need more diversity to open it up, to grow and to do this we need to become more intentional about our curiosity.
These are just some of the ways businesses can commit to more conscious curiosity:
Some may argue that ‘Curiosity killed the cat” but as bold communicators and reputation shapers we’re tossing that old proverb out the window. We need to continue to think more consciously about how and why we engage with technology and pick out the best bits to support our skills and imagination.
So, let’s draw a line in the sand today and commit to our curiosity first!
Have you ever found yourself in a situation where you wanted to explain something, but the right words just wouldn’t come out? It can be difficult articulating something technical for many reasons. It also depends on who you’re speaking to and their understanding of the technology and terminology.
It’s our job as communicators in technology to find ways to tell stories, with the right words, with the right people. But it’s always a balance. Sometimes we need to use clever analogies to help explain something more complex, and other times we must be mindful not to oversimplify the content as our audience may have a clear understanding of the basics.
Beginning my journey in tech PR, I was flooded with jargon that I had to decipher. There were words and phrases I had never come across, yet the technology itself was part and parcel of my life. But I just don’t refer to it in this way. Take cloud computing, for instance. Some people are familiar with the technical term, while others aren’t, yet everyone uses cloud computing technology. Cloud computing involves delivering computing services, such as servers, software, and storage over the web. If you use Google Drive, that’s an example of cloud computing, if you share files via Dropbox, that’s another example. It wasn’t a term I used before, but it’s certainly one I use and am familiar with now!
Multi-level messaging is an effective way for organisations to communicate complex technical information. By providing three versions of the same message, those with no technical background, some technical background and a lot of technical background can all gain something from it. This approach ensures that everyone is communicated to taking into account their level of understanding. However, organisations must be careful not to assume someone’s comprehension of technology – some CEOs have great technical understanding, some rely on their great team to break it down for them. It’s common to start at mid-level messaging and gauging understanding then taking it from there after reading the room.
When I began my career in PR, a go to source to level-up my understanding for the companies we work with was their case studies. Reading how a company has implemented and used a certain technology really helped me connect the dots, as well as understand the impact of that specific technology on the wider industry. Customer storytelling or case studies form an integral part of any PR programme, there’s huge power in how it helps in articulating the use and benefits of a specific technology.
The world of tech comms may bring its share of communication challenges, like causing us to become tangled in the jargon. However, once you’re able to crack what I like to call the ‘communication code,’ you’re able to grasp how rich language is. Nowadays, progression is rooted in communication and it’s up to us to ensure that we’re adopting the right approach in delivering strong, relatable and easily digestible content.
We are currently witnessing the dawn of large language models (LLMs), such as ChatGPT. These are changing the way we work and the way we learn – particularly the way we search for information. There has been a huge reaction from education leaders, worrying about such tools being used to help students cheat their way through their studies, or fearing that they will be fed incorrect information.
On the other hand, in the workplace, GenZ employees have bought into the AI hype. They are using the technology to help them with various work tasks, but have a huge fear of managers finding out. This is due to lack of company regulation around whether they should or shouldn’t be using these tools to support their work.
The real conversation here though is, how useful is ChatGPT and other similar tools when it comes to research? With over 80% of the search market share, Google is the household favourite, but even Google has its limitations. Google is set up to search by keywords, but not to dive into granular and complex questions. For example, if I use Google and search ‘AI’, the results come back with a multitude of news items, various descriptions of AI and a range of company articles using the term ‘AI’.
This is where tools like Chat GPT come in. Using an LLM, I have the ability to ask a question such as ‘Can you describe what AI is’, and it comes back with a detailed description of AI and its use cases. This is information that can be pulled into any written work without having to use a single brain cell. This type of language model has the ability to understand and respond to natural language and provide answers that are both informative and entertaining, generating a variety of responses to each user’s questions.
However, the major limitation of ChatGPT is that the data only runs up to 2021, so for many trying to use this tool, the information will be far too out of date to create current and reliable content. This is a major point for those working in tech comms, as the speed of innovation is so fast that information quickly becomes outdated.
Aside from this limitation, there have also been concerns around the ethical implications, including privacy, bias in training data and lack of human interaction. More commonly used search engines don’t have these same problems, and therefore are more reliable to use for research. Using a manual search engine relies on people to manually gather and organise their own data and information, based on the latest information available. On the other hand, an AI search engine relies on computers and algorithms and their pre-trained and installed data to produce results. This is one of the key differences when using either for searching.
However, a search tool is only as good as the data it provides. Google provides results to our keyword searches based on the algorithm it uses to deem information credible. ChatGPT hasn’t yet been transparent about its sources, which again makes using it for research difficult.
Looking at this from a comms perspective (as we’re comms people after all) these changes will be significant to our output. Firstly, we’re constantly researching to ensure we are knowledgeable for our clients. But secondly, and importantly, a lot of what we do influences Google results. An amazing article about our client in a national newspaper like the Financial Times, will feature at the top of search results and will have an impact on that company’s reputation. In B2B, the sales process often starts with Google! But as LLMs continue to develop, what will it mean for a company’s reputation and how they feature in LLM results?
There is no doubt that LLMs will continue to have a huge impact on the way we search, work, and learn. We’re at an important juncture, where not only the likes of Google will look to make significant changes to its platform, but we’ll also see a huge range of new players enter and compete in the ‘AI race’. It’s not too dissimilar to when we witnessed the disappearance of Nokia, Motorola and Blackberry as Apple and Microsoft became the dominant players in the mobile phone evolution. I think we’ll see something very similar happen here!
This month, Eurovision exploded back onto our screens in all its campy, zany, extravagant glory. Broadcast from my hometown of Liverpool, millions of people across the globe danced and sang along to some predictably cheesy music – in my eyes, Finland were the clear winners. This celebration of diversity, inclusivity, creativity, and culture was a clear reminder that the human influence is invaluable for businesses – particularly as AI creeps further into our lives.
There’s an overall mix of curiosity around how AI can help companies, fears about it negatively impacting jobs, and pressure to regulate it as it grows more knowledgeable. It can perfectly replicate human voices, churn out content in seconds, and explain advanced astrophysics to a five-year-old. It can’t, however, replicate or replace the human touch, particularly when it comes to reputation shaping.
AI isn’t going anywhere. There are around 5,855 tools that have the potential to be used in PR currently available online, and that number will only continue to rise. But a reputation is curated through the business’ relationship with the public, and relationships are the foundation of the human experience. By working solely off data, AI tools lack the emotional intelligence, strategic thinking, and interpersonal skills that are so imperative in PR. If a business experiences a reputational setback, wants to improve media relations, or is looking for a creative new way to boost visibility, there is a need for soft skills that only us humans can bring to the table.
Eurovision is a perfect example of how the human influence shapes reputation. The longest-running annual international televised music competition, its reputation reflects its core value of uniting people and nations by showcasing musical diversity and cultural nuances. It is powered by human creativity and an understanding of culture, attracting audiences of over 180 million people across the world who share a wonderfully wacky and meaningful experience. Love it or loathe it, Eurovision’s reputation has an undeniably and overwhelmingly positive impact on visibility, cultural influence, and tourism.
When considering how AI can discern a brand’s reputation, the tools may be able to use their vast amounts of knowledge to gauge popularity, identify cultural differences, and calculate the positive financial impact Eurovision brings, but this information is gathered and collated through human input. Because AI lacks the aforementioned soft skills, its inability to think critically or creatively generates concerns surrounding ethics.
Firstly, if the human input is not neutral then the AI-based decisions are susceptible to bias or inaccuracies. This is especially concerning if a company is experiencing a reputational crisis, and neutrality and nuance are needed. One well-known example of this is the bubbling undercurrent of political tensions that surround Eurovision each year. Despite these, the event remains fiercely politically neutral, and makes every effort to bar highly politicised performances and promote peaceful relations, in order to avoid reputational damage.
Secondly, AI is inherently inauthentic, meaning that any creative ideas it suggests stem from human creativity. This also means that AI-generated content or ideas are more likely to result in plagiarism accusations, a serious reputational setback.
Thirdly, there are the ever-present fears around increased surveillance. Once an AI tool is fed a piece of information, it can never be retrieved and wiped from the database. If sensitive information is inputted, the tool has no understanding that it should not be outputted – and if that occurs, it makes for navigating some seriously tricky waters.
So, is AI the future of PR? It can certainly augment, but there’s no doubt that the human influence will continue to drive the industry forward. And with the countdown on until the next Eurovision in Sweden, ask yourself – would this be nearly as much fun with a glittery, AI powered, humanoid robot on the stage? Personally, I’d prefer to see another rendition of the classic Ukrainian entry circa 2007, “Dancing Lasha tumbai”. The contestants may be dressed like robots, but they are hilariously and undeniably human.
Quiet thriving (the opposite of quiet quitting) is the newest HR buzzword doing the rounds. Quiet thriving essentially means making small changes, shifting your mental state and helping give you a positive outlook. And we could all do with that positivity right now after the disruption of the great resignation teamed with economic uncertainty.
For those in comms, what does this trend mean? How much positivity is there within your organisation and are you using that to fuel growth?
A company’s reputation is shaped by perceptions of others – that includes your workforce, and their voices can have huge power in enabling success. When employees become advocates, they act as a reliable source of truth. But like everything, if it’s not authentic, you’ll get found out and it will backfire. So, how do you know when the time is right to tap into the advocacy potential of your workforce, particularly if you have had a lot of turmoil following the great resignation?
Step 1: Where do you stand on employee sentiment?
Before creating any kind of communications strategy, you must understand the current sentiment of your workforce. The best way to do this is to carry out an audit and analyse your current company culture. During the great resignation period, many organisations have had their true culture revealed for all to see. For some it’s been great and for others it’s surfaced underlying issues. Regardless of where you are, you must understand what situation you face and how you want to shape your culture here on in.
In particular, evaluate your values. Does your workforce embody the ones you have? Is there a value set not covered that resonates more strongly? Do the values align with behaviour – i.e. more than just words on a page? It’s important to understand these as they become guiding principles to where there needs to be a change and shift in behaviour.
Once confident that your people are on side, are true advocates and believe in the goals of the company, you can work with them to amplify that passion for the good of all.
Step 2: Crafting an employee advocacy programme
All employees will have influence – when it comes to where to place your efforts, it really depends on your communication goal. If a goal is to attract young talent, fresh from universities, then spotlighting your new recruits and using their university networks is the right path. But if your goal is to reach more prospects, then a communication programme which profiles your executives and experts is the best way to go. And there’s no reason for a multi-pronged communication programme if you’re looking for communication to serve several goals – what’s important is to not have a one-size-fits-all approach.
Also, there are often synergies between your communication goals and HR goals. For example, HR may want to showcase a successful LGBTQ+ employee community programme, which could lead to more unusual perspectives and storytelling. For example, a new product may be about to launch, and instead of having the CEO talk to a journalist about it, how about having a member of the team who helped develop the product, and was greatly supported by the company’s LGBTQ+ community? Often, this version of the story is more refreshing!
If you’re looking to scale your employee advocacy programme, start small and build up. In the era of authenticity, the quality of the communication is more important than the quantity.
Step 3: How do you measure up?
Starting small helps you establish meaningful metrics, particularly if this is a new approach for the company. Getting a baseline in place, means you can benchmark yourself from there, then build and pivot as your communication programme grows. Part of measurement must drive back to employee sentiment, because if there’s a shift, it may mean putting the brakes on your employee advocacy programme to fix things internally.
So, as we head into Spring, with sunnier days, are you using your people’s positive sentiment to help shape your organisation’s reputation?
Social media marketing is an essential string to any comms professional’s bow in today’s industry landscape. Increasingly, B2B and B2C businesses alike are engaging with influencers as part of their social media marketing strategies, and this means managing influencer relations.
Influencer relations is a relatively new concept, meaning that global regulation is far from aligned. When working across Europe, it is therefore important that communications professionals know how to navigate the variety of legal restrictions they may encounter.
Influencer relations is about more than relationships with influencers
As comms professionals, relationships are our bread and butter. When brands engage with a comms agency for their social media strategy, they expect the agency to have great connections with relevant influencers in their sector.
Relationships are crucial, but they’re only one piece of the overall pie. Looking at this from a traditional media relations perspective, we can see why. Yes, it’s important to have that close connection with a journalist to secure press coverage, but comms professionals also need to be excellent content creators, top-notch organisers, and events management afficionados. We’re constantly wearing different hats – and we must do the same when developing an influencer relations programme.
Influencer marketing has legal implications
When scrolling through Instagram or TikTok, you will likely have noticed your favourite creators adding ‘#ad’ to the captions of their posts. This isn’t just a gesture of transparency, but a legal requirement for anyone creating content online in the UK.
In the UK, influencers are regulated by the Competition and Markets Authority. They have a handy guide which sets out how influencers can promote brands and products online. This helps both companies and influencers alike to comply with consumer protection law. Rules are similar in Germany.
Seems simple, right?
Ensuring compliance across borders is crucial
Influencer relations vary significantly across Europe. For example, in France, social media regulation recently shifted. Previously, influencers were not legally bound to signal product placements in their posts, but this is set to change to a more UK-style approach.
How can brands ensure they have an effective influencer relations strategy across Europe?
Thinking of boosting your influencer relations strategy in Europe? Get in touch!
We all aspire to be savvy buyers, of anything. However, consider how often you buy something you want, but you don’t really need. Or you find the perfect piece but find an identical item at a lower price somewhere else. Or think about a time where you bought something that is clearly the wrong size and can’t be returned.
We’ve all been there, and buyer’s remorse applies to business procurement decisions too. Business investments may not be coming out of your personal pocket but there is still an expectation to be savvy. As you could be dealing with figures that equate to a purchase of a decent car or property, it’s crucial to get it right, especially in these current economic conditions.
Embarking on a partnership with a PR agency is one of those business purchasing decisions that shouldn’t be taken lightly. But how can you be sure you are choosing, or working with, the right-sized communications and PR agency and getting value out of every dollar, pound, or euro you spend on comms?
There are thousands of excellent communications agencies in Europe, of all shapes and sizes. We all have different expertise, strengths, experience and cultures, however the “client/agency relationship fit” is critical in the smooth running of a communications programme if you wish to yield the most impactful results.
A value buy
When searching for a new PR agency partner, quality and price are often the foremost factors under consideration. On quality, it’s imperative to establish whether the people on your team:
On price, ask yourself whether the service and results expected from the programme tie back to what is needed for your organisation. Basically, do the numbers add up so the spend yields enough impact to make the difference you need?
Style
While a great cultural fit is harder to determine, as much of this decision is subjective, there are approaches you can take to make it more objective.
If you were interviewing new members for your team, what personal qualities would you look for? Consider applying a similar process when selecting an agency team. Engage with each member of the team to feel the strength of connection at every level.
Also interrogate the agency’s values – do they match up with your company’s values?
The right size
Looking at how your company is positioned on the PR agency roster is another factor to consider when rightsizing your agency choice.
Few clients want to be the smallest client or to be seen at the bottom of the pecking order. Most clients like to be the biggest or nearly the biggest client – at the top of the pecking order. And even fewer clients like the agency itself to be larger and with more people than their own organisation. For the most part, organisations like to know they will be considered a valued client by their agency – every one of them wants to be the favourite.
If you’re a medium-sized agile business, you may be better off selecting a small or medium-sized agile agency.
If you are a large global organisation on a global mission, perhaps you need the same large global agency representing you in every market where you operate. Be warned though, a large global network is only as strong as the weakest link, so be sure all links individually demonstrate and deliver strength.
Making the purchasing decision
A fundamental benefit of working with smaller agencies is that they tend to pay more attention to detail and are not only strong on developing strategies but also executing against those strategies and seeing the programme through. They are generally more agile and can offer more personalised and bespoke services or solutions.
Other advantages:
So when sizing up your options, don’t rule out a smaller agile agency – they may just be hungrier and the fit you’re looking for!
Europe is a fascinating place. Its history, cultural diversity and impact on the globe make it truly unique. And although it has gone through many challenges in recent decades, including some questionable decisions and a surprising election or two, Europe still remains a great place to do business.
It is also a pivotal market for many companies’ global success and for anyone looking to establish a good base for doing business throughout the region it is critical to establish a strong reputation. To achieve this, a comprehensive PR strategy is crucial. However, Europe is comprised of over 40 countries and 23 languages, and subsequently requires a lot of nuanced thought, particularly as it relates to measuring success.
When compared to other markets, such as the US, there are several key things to bear in mind when assessing how impactful your PR efforts in Europe have been, most important of which is to look beyond the numbers.
Population differences
Although in simple terms it may seem that the larger the audience and reach of your content, the better, this is not always the case. It’s true you should always look to maximise the impact of your content, but there are a few important aspects to consider when measuring success. Firstly, if you are used to numbers that can be generated in a market such as the US, numbers in Europe can seem underwhelming. Ensure that you are aware of the size of the markets you are dealing with – the population of the Netherlands for example is smaller than that of New York State.
However, also think carefully about comparisons between countries within Europe. Due to the variety within the region, there can be vast differences in reach between countries – you shouldn’t be disheartened if your figures from outreach in the Vatican City aren’t quite on the same level as those in Germany, for example.
Quality not quantity
Be sure you are putting things in context. Instead of counting pieces and their impressions, develop a scoring system in line with your business goals that focuses more on the quality of your content and its specific impact. Measurements like type, tier, message penetration could be a much better indicator of success compared to straight numbers. Part of this is looking at target audiences in those markets you are focusing on and assessing what opportunities they can provide. For example, a readership of a few thousand people in Sweden, may seem like a tiny number, however if these are business or industry leaders with a very specific interest in your sector, that number all of a sudden looks very appealing. However, beyond that think of what it is you are trying to achieve and perhaps target a specific country for a specific industry or goal – for example, manufacturing in Germany, or financial services in the UK.
Additionally, look into measuring a reusability score. We are all having to look after the pennies these days, and as a result anything that can be done to get the most value out of your work should be pursued. If money spent on a single effort can act as your Swiss army knife, generating press releases, media alerts, commentary, thought leadership and beyond, this can be a great indicator of the overall impact that your strategy is having.
Different markets. Different appetites
Media appetites vary hugely throughout the region – in the same way that fish and chips is not a delicacy in France, nor frogs’ legs in Germany, the media is also hungry for different things. It is crucial to have a good understanding of the cultural differences between countries. For example, in a situation where you have a press release to send out that will be localised in a few key languages and distributed throughout Europe, it could be tempting to directly compare results between countries. However, it is highly likely you will see significant differences in the coverage numbers between these countries, even adjusted for population. For example, media in France and Germany have a big appetite for press releases, whereas the UK media is not so keen, and this will have a big impact on results. Other examples include the French and German media’s preference for local spokespeople and brands, meaning you will most likely see increased competition in those markets and coverage numbers could be lower if you do not have a local flavour.
Clearly, measuring success is a crucial aspect of any effort, especially when dealing with limited time and budget. If you are keen to kick off a PR campaign in Europe, be sure to avoid a one-size-fits-all approach and avoid comparing between countries.
For a small continent, Europe is full of a wide variety of different attitudes, tastes and quirks. To understand them all is an almost impossible task, however a little effort can go a long way. By ensuring that you take the time to understand key differences in media attitudes, specific areas of expertise and potential reach you can maximise your ability to measure success.
Want to hear more? Take a look at our Guide to PR and Comms in Europe.
We’ve all seen reputational disasters play out before. Crisis comms kick in, and leadership is forced to make tough decisions about the future. But, what about when a company reputation isn’t totally obliterated, but it takes a knock?
Tackling a PR setback
England’s Rugby Football Union (RFU) has a partnership with British Airways. British Airways has leveraged this partnership in its comms activity, with various marketing actions including sharing pictures of the England men’s rugby team flying first class to their matches. So, when the sporting world found out that the RFU and British Airways declined to fly the England women’s rugby team first class to their World Cup matches late last year, both organisations experienced a PR issue.
Ever since this information became public, debate has ensued about whether the two organisations made the right or wrong decision. Whether you agree or disagree with the decision, we can all agree that this situation is about reputational impact.
Character vs capability reputation
Company reputation is split between character reputation and capability reputation. Capability reputation is the organisation’s ability to deliver a product or a service, in this case, the RFU and British Airways’ capability to transport the team from A to B.
Capability reputation is always balanced with character reputation, which is all about how a product or service is being delivered. In this example, both organisations were perceived as capable of getting England’s women and men alike to the pitches. But, in a context in which sexism in sport remains prevalent, the organisations’ decision to offer superior treatment to the men’s team was always going to result in a character reputation setback.
Building a consistently winning character reputation strategy
Shaping a company reputation is a lot like playing a game of rugby. Organisations hype themselves up, formulate a winning strategy, and then start to make moves. But it’s important that leaders don’t let their gameplan slip.
Consistency is Queen, as proved by the Red Roses breaking the world record for most consecutive wins in International Rugby Union. Similarly, a company reputation is formed over years, and every action counts. Above all, leaders must avoid reputational blunders by building out a long-term strategy that avoids contradiction and always remains consistent.
The current global economic backdrop is not a pretty sight and many businesses have had to make cuts of various kinds. Whether it’s a restructure, layoffs, or re-evaluating big expenditure like office spaces, the pressure following a drop in consumer demand continues to mount.
There are glimmers of light, though. There was surprise growth in the UK economy in November 2022, and France and Germany are currently set to narrowly avoid recession. Plus, we’ve got to remember that we’ve been through the turmoil of COVID-19 – and we made it to the other side.
So, as leaders in PR and marketing, what did we learn then, that’s relevant now?
Showing deep business understanding: If the board is focused on profitability, show you can do more for less by being resourceful and demonstrating how to be more effective. If the board wants growth, show that you’re focused on lead generation, customer engagement etc. Proving that your marketing focus aligns completely to the priorities of the organisation means you’re less likely to have your resources cut.
Create connections: If you’re not already, get out of the marketing bubble and make stronger connections internally. Is there a way you can get closer to finance? And if not finance, the people that influence finance, for example the senior team in sales or other C-level executives. You want others to support your case to retain your budget – you need to make them realise ‘I cannot be successful without marketing’.
Visibility and promotion: A way to get closer to board members or others in leadership is to build their profile externally, showing the value directly. You’re probably already doing this by positioning experts and leadership as the faces of the company, but also look at your board and ask yourself: who could be more visible? Like the above, you’re creating more allies internally.
Don’t think you can hide: All costs are on the P&L and a discussion about your budget will happen if it hasn’t yet. Be proactive and think of solutions that work for both you and the business. In this current environment, the finance team will currently be focused on cashflow so maybe there are ways to create an impact now and pay later. For example, working with a PR agency, the payment terms can be 30-60 days, meaning results today, payment the following month. Not many organisations have cut their way to survival, rather it’s more about keeping costs down within acceptable limits.
More for less: Ensure you are doing the majority right and fast and don’t let perfection slow you down. Timelines have shrunk meaning the time for change is today, this week –- forget about plans looking eight weeks down the line. And repurpose, repurpose, repurpose. Be as resourceful as you can.
It may feel gloomy right now, but this is the time for marketing, because once we’re on the up, growth will come fast again. Being prepared will mean you can go after every opportunity and look back at this time as just another blip!
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