The crowd sourced #PRstack initiative is an example of a shift in thinking from Industrial Age to Social Age. It’s gathering pace, too, with a further 50+ public relations tools added to the database and its first Twitter chat now on Storify – writes Scott Guthrie
A recent CIPR survey has identified a widening gap between the skill sets PR practitioners have and the skill sets that businesses increasingly need. Here are four imperatives for embracing social and digital media management – writes Scott Guthrie
From a crowd-sourced spreadsheet in December to the launch of a free web app today and Twitter Chat later this week the #PRstack community is gaining momentum as it characterises the public relations third-party tool market mapping them against the public relations workflow – writes Scott Guthrie.
Robert Phillips’ new book: Trust Me, PR is Dead examines many core themes of today’s complex, chaotic, and messy world. But it is as change agent that the book is at its most powerful.
Successful modern communications plans are integrated communications plans. They require co-operation, collaboration and co-creation between the communication specialisms. We could learn a thing or two by unlearning. By remembering what we did as kids – writes Scott Guthrie
Critical thinking is a bedrock skill of the modern communicator. The ability to provide plans and advice based on clear, reasoned judgments is a core requirement as organisations strive to cope with increasing complexity and uncertainty. Critical thinking starts with asking 'why'. Read on for practical advice on how to improve your critical thinking.
Glassdoor melds two of the biggest concerns for organisations: (1) how to best use their employees to achieve corporate objectives (2) how to earn a better reputation from the outside world. As such the site further blurs the roles of internal communicator and PR practitioner – writes Scott Guthrie.
As the media landscape continues to splinter organisations no longer rely solely on column inches gained from media relations initiatives to influence their publics. Instead public relations practitioners are easing organisations away from third-party, earned media towards shaping communities which allow organisations to engage directly with their publics – writes Scott Guthrie.
Brand journalism and content marketing are often thrown into the same bucket. They occupy different ends of the marketing funnel but will achieve more than the sum of their parts when integrated within a wider marketing communications or public relations strategy delivering business objectives – writes Scott Guthrie
I recently moderated a conversation for PR Redefined on whether or not public relations should ‘own’ content marketing.
A lively debate, it attracted much insightful comment from public relations practitioners over the course of the month it ran. I have curated some of the comments by theme and posted them to Storify. You can read it here.
Too many public relations practitioners still think in terms of an online/offline world. But, today, it’s about having ideas fit for the digital world we live in rather than about having digital ideas.
Modern public relations practitioners have changed. PRs understand that digital is not a specialised activity. It’s a fundamental requirement to getting the job done. PRs need to tell their own stories about how their industry has evolved. Stories about how their craft, expertise and strategic insight help transform organisations into social businesses – writes Scott Guthrie
Public relations professional as ethical guardian: The measures of business are no longer purely efficiency and profit where all’s fair in love and war – as long as your owners get their dividends. Today, all stakeholders count. And public relations professionals are best placed to act as their organisation’s ethical guardians.
The number one success factor in delivering business outcomes through the process, tools and techniques of change management is having an engaged, visible sponsor. Here are four tips change sponsors should follow to drive business outcomes – writes Scott Guthrie
In 1910, 10% of the UK workforce was employed in hat manufacturing. What’s this got to do with newspapers? Nothing – except it helps illustrate that times and behaviours change. Companies have to go where the audience, and therefore where the money is – writes Scott Guthrie
July’s edition of GQ published on 02 June carries an article by Michael Wolff in which he positions the demise of the Guardian US as a foregone conclusion. Here are five reasons why Wolff’s article is more wrong than right – writes Scott Guthrie
At Cision AG’s extraordinary general meeting held yesterday in Stockholm it wasn’t so much what, but who.
We could guess (and did) that GTCR representatives would join the board. We just didn’t know who they would be. We now do. It was resolved at the EGM that the board of directors shall consist of five directors, with no deputy directors. Three of the five are GTCR representatives with one, Lawrence C. Fey, becoming chair.
Document reveals urgent need for cultural, organisational and structural change at NYT. Planning and implementing a structured change management approach will help realise business objectives.
Don’t resent change resisters; the natural reaction to change is resistance. Change is personal. Everyone has their own threshold for how much they can take on board. Uncertainty of success and fear of the unknown are substantial barriers to change – writes Scott Guthrie
Okay, so the headline is a bit of a generalisation and the question begs to be answered with a resounding : “no it’s just you” but, bear with me, there is a serious point here.
People visit corporate websites to learn how to solve problems not to genuflect at the altar of a company’s products. Web viewers aren’t interested in the corporate website as a virtual shop window, or online brochure replete with pages called things like “About Us”, “Our Products” or “Our Team”.
When faced with change all of us split into one of three camps. I call these the Yays, the No-Way-Josés and the Sways.
Middle Managers have to wear many different metaphorical work hats. Here the Four Cs of Communicator, Contact, Champion and Coach are explored.
The days of a command and control management have largely been surpassed by the more enlightened managerial approach of inclusiveness and employee engagement. Now one key talent for managers is the ability to positively influence his direct reports.