It has always been essential for businesses to maintain a solid reputation. However, this has taken on another level of importance in the modern context. Social media, 24-hour news cycles and the ubiquity of information have put reputational issues at the forefront of any organisation’s strategy.
Efforts must be made in terms of public relations, brand management and leadership reputation, but it cannot stop there. To build a truly robust reputation, those who represent your company in day-to-day interactions should fully understand the values you wish to project.
Those who are responsible for sales, by definition, have a huge impact on any business’s success. However, this goes beyond revenue generation. They are also a significant driver of your wider reputational efforts due to their countless interactions with the outside world, including current or prospective customers, partners, sponsors and beyond.
If your firm has a poor sales reputation, this will impact the overall image you portray and may even go against other efforts by your leaders or marketing. As a result, it is critical that your sales teams are kept updated on reputational matters—and are well-versed in your firm’s values and are able to communicate them effectively.
A lingering and often unfair perception of sales teams is that their approach can be too “pushy” and not focused on building trust or those long-term relationships that are so important to creating sustainable success. Highlighting the importance of honesty and transparency in negotiations is something that the majority of businesses will already be doing, so what other efforts can be made?
Fundamentally, all your employees must buy into your company’s ethos and what it is trying to achieve. We have all been in an organisation or dealt with a representative of a company who couldn’t care less about how they or the company are perceived. As much as we may try not to let them, these sorts of interactions can have a strong influence on our opinion of the company, and if many others have the same experience, this can cause significant reputational damage.
Therefore, it is important for your company’s leadership to maintain a two-way dialogue with its people. To a large extent, reputation will be top-down—the heritage, culture and personalities of those who founded or run the company will have a significant impact on how it approaches sales and the reputation it wants to build. However, it is important to not be out of touch and to make sure to listen to the wishes and outlook of the people you have throughout your organisation.
There is a wide societal focus on authenticity, and we have seen many examples of companies being called out, even canceled, for not living up to the high moral standards that consumers and workers have these days. For example, many companies have been accused of greenwashing, being misleading in their advertising or having sales practices deemed out of sync with their values. Clearly, this will have a big impact on the reputation of the firm more broadly, but also on sales teams. A team should be comfortable promoting a product or service, not worried about having to make any moral compromises. This can make them more effective in driving revenue and helping build a more positive reputation.
Revenue is a good measurement of many business outcomes, and reputation is no exception. If your revenue figures are strong, it is likely that a strong reputation has helped make that happen. However, it is a mistake to not look beyond revenue and seek different indications as to how your reputation is doing. The use of customer success teams can be a great way to keep in touch with customers throughout the lifecycle, getting constant and useful feedback to measure how your company is doing and the way it is perceived by your customers. Similarly, engagement programmes between stakeholders and your senior team can also fulfill a critical role and ensure that strong bonds are created and trust is shared.
Other established ways of measuring satisfaction beyond simply revenue include the Net Promoter Score (NPS)—a score that organisations are given that measures how likely a customer is to recommend or promote that company to someone else. This can help give a good indication as to how your brand is viewed—for example, if you have strong revenue figures but a poor NPS, trouble may be down the road.
However, due to NPS’ simplicity, it has its limitations regarding the insight it can give you into customer sentiment and behavior. This is why it is important to review all of the different metrics out there and use the one you think would be most relevant to your business. It may even mean combining a few different ones to try to fully understand your reputation and the lasting impressions that your sales team leaves on customers. As a result, a concerted focus on not only revenue and outcomes but on the process to get there should be factored into all strategic decisions and subsequent training of your workforce.
In business, what you say matters, but what you do is crucial—the reputation you’re building is only legitimate if those in your company back it up with their actions. This is why building a positive reputation and putting wider reputational efforts at the core of your business, prioritising them alongside other key business goals such as revenue or costs, is key to future success.
In the world today, talk travels quickly, and there are countless examples in recent times of business outcomes being inextricably linked to the perception a company has in the public forum. Ensuring that you approach sales with integrity, transparency and honesty is more important today than it ever has been. Creating the right culture within your company can lead to the right reputation being presented outward.
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?
Generative AI, and more specifically ChatGPT, has dominated headlines since late last year. For months, the world and his wife has weighed in with views, concerns and predictions around the technology. But what about the tech companies whose bread and butter isn’t generative AI?
It can be tough when your point of view doesn’t slot into the current news cycle. Periods of less coverage and less contact with the press can feel like a step back. But, instead of feeling frustrated or panicked, this period of time should be seen as one filled with opportunity.
Here’s a couple things non-generative-AI tech companies, and their PR partners should consider at times like this…
You don’t need to join every conversation
This is something that most companies and PRs already innately know. If something isn’t relevant to your offering or market share, don’t weigh in. But when something like ChatGPT comes along and sweeps every journalist, publication and broadcast house off their feet for months on end, confidence in remaining quiet can wane. A ‘let the storm pass’ mentally can quickly shift to a ‘what can we say about this?’ panic.
But it’s important to remember that not every conversation is relevant to your company or brand. A company needs to focus on its own product, service and value offering, and not get distracted by hype that isn’t relevant to where they are positioned in the market.
Don’t rush a POV
Joining conversations is a key part of PR. But it needs to be done effectively, with thought and strategy to back statements. The last thing a company needs is to rush messaging without properly interrogating how they match up with what they do and who they are – their offering, ethos and purpose.
Clumsy messaging runs the risk of getting sniffed out. If you’re lucky, coverage will be small and under the radar – or even non-existent. If you’re unlucky, the pickup could be huge only to bring with it questions and scrutiny. Backpedalling from statements is a headache which can be so easily avoided.
Quiet time can be valuable, use it
So, rushing to have your voice heard isn’t always the right approach at times like this. Equally, doing nothing with the time is a missed opportunity. Instead, use this period of quiet from press relations as a chance to turn your attention elsewhere. This could be towards improving internal comms, boosting employee relationships and thereby your own reputation as a business. It could be through building up the website, through new content like blogs or a bit of a makeover. It could be a chance to strengthen customer relationships, leading to case studies that could in turn find their way onto the site or even as hooks for press interviews later down the line. It could be revamping social media presence, company messaging, media training for spokespeople and so much more. Rather use this time to focus on your wider PR and reputation strategy.
In short, don’t be afraid to sit some conversations out. Just use your time on the bench wisely, leaning on your PR partners for guidance and support.
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?
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.
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!
What do a maple syrup company, world-renowned author JK Rowling, and Ellen DeGeneres all have in common? They have all been cancelled and are still reeling from the effects. Cancel culture, which can be defined as the blacklisting and ostracisation of a company, celebrity, or public figure, is one of the biggest issues facing PR today. Companies have fought tirelessly to grow their reputations, and now thanks to cancel culture, there is even more need to build a robust reputation.
Increasingly, we are seeing examples of when a strong reputation with loyal customers (or fanbases) make brands somewhat ‘cancel-proof’. In fact, time and time again, organisations that were once trending on Twitter for their often controversial ‘cancellation’, have risen from the ashes due to their leaders’ strong and resilient reputation.
Crisis management has always been a significant part of public relations, but no one could have predicted the scale and reach that cancel culture might have. So, should communications professionals be scared of the looming threat of cancel culture? Or could a strong reputation mean a resilience can be built against these mass boycotts?
Great reputations and charismatic leaders
Despite the power of ‘cancellation’, reputation has been the saving grace of some companies and public figures, who may have otherwise succumbed to the snubbing. A notable example of this is YouTube titan Jeffree Star, who owns makeup company Jeffree Star Cosmetics. Despite exhibiting behaviour that could risk cancellation, Star and his cosmetics empire have remained resilient to this threat, due to his strong online presence and reputation, as well as his loyal and established fanbase.
In the tech world, one may draw parallels with Elon Musk. Musk’s ability to survive controversy after controversy has been attributed to the fact that he is a charismatic leader, although that’s not to say there hasn’t been some reputational damage to Tesla because of Musk’s behaviour.
Damage that cancellation can do
The reputational damage that cancel culture can do is not to be understated. A certain beverage company will remember 2017 as the year they lost a predicted $5 million dollars in the aftermath of cancel culture. When Pepsi hired the world’s highest paid supermodel Kendall Jenner to star in their protest
As much as some companies may hope and pray, cancel culture is not going anywhere. The rise of social media’s influence on society (71% of Tik Tok users believe it’s where the biggest trends start) means that brand need to learn to adapt and survive against cancel culture, and the addition of a charismatic leader is a major component to reputational resilience. The decisions that a company makes when it concerns a company’s reputation must be thoroughly thought through. Ultimately, it is not cancel culture itself that organisations (with or without a face) should fear, but the status of your reputation and whether it can make your company resilient.
The current economic outlook is not what we’ve hoped for. With inflation rising to its highest level in 40 years, many businesses are rightly concerned about the future. Even some of the biggest tech companies are struggling with the current economic headwinds. Meta are slashing their hiring plans, while others are being forced to trim their current workforce.
While tough times lie ahead, managing the reputation of your company is a business imperative. After all, brand loyalty driven by a good reputation will keep your stakeholders in your corner, even when the going gets tough.
Businesses that have made it through pandemics and economic downturns have all had one thing in common – they’ve placed prominence on their company reputation, internally and externally.
Here are some key actions to consider when looking to create a recession proof reputation:
Embed reputation management into your company culture, so that your entire organisation is onboard with its importance. After all, the reputation of your organisation doesn’t just exist in the C-suite, it cuts across the entire organisation. For IT, it’s about protecting a company’s assets, no consumer wants their data leaked by a company. Whereas for HR, it’s important to be viewed as a good employer.
Stand out from the crowd
Not every company can be a Tesla or a Meta, but that doesn’t mean you can’t stand out. Most organisations have something worth shouting about. Find what that uniqueness is and leverage it and use it to connect with your employees and customers. Having a reputation for innovation, resilience, and agility will help engage your stakeholders and create a ‘halo effect’ with shareholders.
Reputation in the round
As well as engaging internal stakeholders, you should think carefully about your reputation in the round, by considering every avenue of your reputation. Your executives, press coverage, share of conversation, among other things, can have an impact on your reputation. There are multiple touchpoints, and you should be addressing each one.
‘Ensurance’ is the best policy Investing in your employees, suppliers, customers, and third parties is crucial and will pay dividends in the long run. Additionally, you should regularly audit internal policies, as well as those of your partners. While this is a laboursome process, it will ensure you’re covering all your bases. Above all, actions speak louder than words, so don’t be afraid to replace out of date policies or end relationships that no longer align with the values of your company or could be seen as harmful to your reputation.
The world has changed quite a bit recently and, arguably, this difference is most prominent in the working world. Although the amount of people working from home had been rising steadily for some time, homeworking has more than doubled over the past two years compared to pre-pandemic levels. 42% of UK workers now work a mixture of at home and in the office. Clearly, this meteoric shift in such a short space of time has profound implications for working life in general, but especially for the way that organisations communicate.
Maintaining robust internal communications
Internal communication has always been vital to the overall strategy of any firm. Multi-year Gallup research found that employee disengagement costs the UK economy £52-£70 billion per year. In this new working world of ours, with the significant shift towards remote/flexible working, serious questions have arisen as to how to communicate effectively within your team, in multiple locations, via the myriad technological platforms we now have at our disposal.
Critical to this venture is being aware of what personalities you have within your organisation, and subsequently knowing the most effective way to keep them happy, informed and engaged. With people being in the office a lot less, knowing and understanding your colleagues has become a much more complicated task. Video conferencing technology is an incredible tool and without it the last couple of years would have been very rocky indeed, but it can also be stunted. As we lack reading non-verbal cues and body language as well as simply not being around people for extended periods of time, it can be difficult to get a true impression of who someone is. This is particularly challenging for new members of staff who may have joined during periods of lockdown, in many cases not meeting their colleagues in-person for months.
There are many ways we can learn a bit more about each other. The Myers-Briggs® Type Indicator is a great tool to be able to gain this perspective and give valuable insight into the types of people that are working in your team and what makes them tick. It’s like your star sign with a bit of science behind it. There are 16 personalities, split between introvert and extrovert, each with different traits. It is not to say that these are by any means locked in, but more an indicator of the way someone is likely to react to a given circumstance.
Its questions give indications as to whether you sense or use intuition to gather information; whether you make decisions more by feeling or thinking; and whether you judge or perceive the outside world. All of these traits, none of them necessarily good or bad, have an enormous impact on how you communicate and how you like to be communicated with. The awareness that knowing the makeup of your staff gives you when devising internal communication strategies is critical. It allows you to choose the best channels and tone of voice depending on your audience. It can also point out those members of the team that may benefit from a slightly tweaked strategy or a particular focus in order to fully engage them.
Not only will you learn about your team, but very likely you will learn something about yourself. The introspection that comes from your result and the nuances in your personality that are revealed will allow you to tweak and improve your own communication style when dealing with other team members or managers.
It can also be a great team bonding exercise as shouts of, ‘that is scarily accurate’ bound around the room. When my wife saw my results, the cry of ‘that’s what I’ve been saying!’ was deafening.
Being in the office 9 to 5 streamlined communications. People had no choice but to be involved in conversation, managers had many different face-to-face tools to keep everybody on the same page, and the informal chats at the coffee machine or on lunch breaks allowed strong emotional bonds to be formed. Now that we are often miles apart in our own little worlds, more effort must be made to understand each other and stay connected. Only with this can we maintain robust and meaningful communications that contribute to our organisations’ success.
Loneliness. A feeling that most people have experienced at some point in their life. Nearly half of England’s adult population, according to Campaign to End Loneliness, a startling 45%, express feeling lonely occasionally and sometimes even often. Needless to say, the crisis of loneliness and social disconnect was only further exacerbated during the height of the pandemic with strict isolation and social-distancing measures being implemented.
The good news is that from 9th July- 1st August 2022, it is Free Hugs Month. The Free Hugs Campaign began in 2004, founded by an Australian man under the pseudonym Juan Mann, where volunteers offer hugs to complete strangers in public as a random act of kindness. The aim? To spread the love.
According to scientists, the benefits of hugging go far beyond that warm, fuzzy feeling you get from being in somebody’s arms. Hugs have been shown to reduce stress, protect against illness, boost heart health, release the ‘cuddle hormone’ oxytocin which leads to feelings of contentment, and even reduce pain. In fact, according to family therapist Virginia Satir, humans need four hugs per day for basic survival, eight for maintenance and 12 for growth. So yes, hugs seem like a win-win, if not an absolute necessity. But what does this have to do with leading a successful campaign? Well bear (hug) with me and I’ll explain…
As a successful B2C campaign, the Free Hugs Campaign has been going strong for nearly two decades. So, from a PR perspective, there’s still a lot we can learn in the B2B space. After all, businesses might be selling to other businesses, but it’s important to note that it’s still humans talking to other humans, The secret behind the campaign’s success is predominantly down to two factors: creating a campaign that encourages a level of ‘shareability’ and evoking an emotional response from potential clients and customers.
The Free Hugs Campaign has not shied away from the public gaze and our culture of sharing, capturing, and recording anything attention-grabbing for others to view online. Instead, the campaign used the way in which the public interact to its advantage. In other words, for a campaign with a minimal budget, the Free Hugs Campaign left the public to share and interact with their simple message themselves.
But, of course, not all brands fit into this style of campaign ‘shareability’. Fortunately, however, social media has become our biggest ally and can produce incredible traction if a campaign’s message is eye-catching, memorable, and simple to understand. Even a snappy slogan or retweet can go a long way.
But the question then is, what is it about the Free Hugs Campaign that has made it stand the test of time, and go viral with 78 million views in the Sick Puppies music video alone?
The secret behind this campaign is very clear, yet mystifyingly under-used in many campaigns- understanding and manipulating the power of human psychology, especially that of the buyer. What are most people lacking? Human connection and a feeling of belonging and comfort. What does the Free Hugs Campaign offer? An answer to a societal hug deficiency.
The campaign isn’t complex, in fact, oftentimes the simpler a campaign, the better. The Free Hugs Campaign, touches its audience in an emotive way, giving them a feeling or emotion that was lacking in their life, whilst also adding an element of joy. After all, who doesn’t secretly like to make someone’s day by being kind and loving? Through evoking this emotion, it taps into our intrinsic nature to share the joy, even if just virtually.
As such, it’s important to put yourself in the shoes of your buyer, such as the HR Director you are trying to grab the attention of. Perhaps they are feeling overwhelmed with how post-Covid life has completely transformed their workforce, and as a result, are operating at a million miles an hour unable to catch a breath…
So, what are you waiting for? Get hugging!
The value of data has become an inescapable fact of the modern world. No sector, industry or market could claim to be better off without data-driven insights that allow them to make informed decisions. Today, business success is so often shaped by how well data is being used. Predicting the future, understanding the past, navigating the present – it all comes down to data.
So, what are some examples of the ways data has driven real life change in different markets? Let’s take a look.
Data-driven goals, on and off pitch
One example of the power of data in sports is in LaLiga. The sports league is using real-time streaming data generated by hundreds of cameras across stadiums, and deriving levels of actionable insights that were previously simply not possible.
Football teams are then using these insights to revolutionise the way the game is coached and played, amplifying performance. This means helping players get better at their game, and delivering more personalised fan experiences that change the way the game is enjoyed.
Media and Gaming
Online gaming is another sector which can reap huge amounts of understanding and insights by properly harnessing data. SEGA, a worldwide leader in interactive entertainment, is using real-time data to drive community activities, improve player experiences, and offer more personalised interactions. By harnessing data properly, the company has transformed the role of data science in the business, making it a key pillar for decision making.
This has also helped to fuel a collaborative culture when it comes to data, with the company’s internal data teams working with teams from external game studios – pooling together ideas and solutions to drive innovation and create an ever-improving experience.
Elsewhere, the energy industry is also reliant on data. Particularly at a time when prices are such a concern, and when pressures of climate change mean energy providers are needing to transform their operations. An example of this is Shell. Shell is acting on data analysis to change its model and cut down emissions and, according to its first energy transition progress report, published in April 2022, the company has already cut total emissions by 16% since 2016.
The data is being used for business intelligence as well as to spot problems at early stages, and before they cause major problems. For instance, in a plant in Nigeria, Shell has been able to remove bottlenecks and reduce boil-off gas from evaporation and associated flaring by 70%. This has the potential to cut carbon dioxide emissions at the plant by 130,000 tonnes a year.
It’s clear that the value of data is felt everywhere. From the world of sport, to gaming, energy, medicine, construction, and more. Harnessing data effectively is they key to driving long-lasting, tangible business success.
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