CIPR Scotland Future PRoofing conference presentations

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Information about CIPR Scotland Future PRoofing conference presentations

Published on March 25, 2014

Author: CIPR_Scotland


FUTURE PROOFING BROUGHT TO YOU BY Tuesday, 11 March, 2014 Blythswood Square Hotel, Glasgow

WELCOME! CIPR Scotland Group Chair, Laura Sutherland @laurafromaura

It’s time we looked to future proof our ways of reaching audiences have developed in the last ten years, not least social media which enables anyone to reach across the globe in a couple of clicks. This conference looks at routes to PR, team structures, teaching and skills, leadership and how we can push PR to the top of the agenda. Feel free to tweet your thoughts! #PRfutureproof

ORDER OF THE DAY 1-1.30pm Routes to PR Prof Jacquie L’etang and Dr Mandy Powell 1.30 - 2.30pm What the future PR team might look like Nick Jones and Lynda Redington 2.30-3.30pm PR professionals of the future John Heuston and David Martin 3.30 -3.50pm Break 3.50- 4.25pm Leadership David Watt 4.25-5.30pm PR – Yes or No Alastair McCapra, Phil Morgan, David Watt and Stephen Penman 5.30 – 6pm Networking drinks

 Speaker biographies on seats  No planned fire alarms  Help yourself to water  Toilets outside the room in the corridor  Interactive – each speaker will take questions or discussion points after the presentation  Tw: #PRfutureproof  Wifi access HOUSE KEEPING

ROUTES TO PR Professor Jacquie L’Etang and Dr. Mandy Powell talk us through the recent research into senior PR practitioners in central Scotland

PR Routes & Roots: hierarchical or rhizomatic structure? Enacting Communications Expertise Through Public Relations Practice Professor Jacquie L’Etang, Dr Magda Pieczka & Dr Mandy Powell Media, Communications & Performing Arts Queen Margaret University Edinburgh EH21 6UU

Bird, Plane or Superman?  Who is ‘senior’ and how is it made apparent?  What is ‘senior’ expertise?  What knowledge and thinking underpins ‘senior’ expertise?  An historical category  Routes to seniority – from ugly duckling to swan  Linear?  Networked?  A route map or an aporia (pathless path)?

What the doctor ordered?  Project conceived as Knowledge Exchange – identifying a need and working collaboratively to find solutions  Designed initially as linear pathway: research–gap analysis–diagnosis–design and delivery of solutions– dissemination  Abandoning the SatNav and the primrose path to navigate complexity, aporia and re-entrants

Research methodology: where are the gaps?  literature review  exploratory and pilot  qualitative social science  multi-level intervention: focus group, interview, individual mentoring (co-creative)  grounded theory  coded and analysed in NVivo (data software tool)

From identifying deficits to mapping assets  from transmission to co-construction model  knowledge about practice meeting knowledge in practice through dialogue  dialogue as deliberative space  participation not imposition  person, practice and social world

Towards authentic and autonomous professional education: Communities of Practice (a) from networks to knotworks (b) importance of horizontal and multidirectional connections in human lives (rhizomatic structures) (c) simultaneous vertical (cognitive) and horizontal (social) movements enacted through participation in work (d) professional learning as shift from peripheral participation to becoming increasingly complex and engaged

Towards authentic and autonomous professional education: Reflexivity (a) from calculative problem solving to meditative thinking (b) opening ourselves to the exploration of tensions and recognising identity as ephemeral (c) being more responsive to different ways of thinking and acting (unbecoming) (d) commitment to open debate, to problematise language, truth claims and universal explanations (e) tension between professional practices and organisational structures

PR professional bodies: fit for purpose? “I just don’t think the profession has sufficiently communicated itself as an actual generator of ideas as opposed to the seller of ideas.” “... to some extent the industry in Scotland as well as elsewhere is guilty of and to some extent perpetuating a very narrow perception of what PR is ...” “... I’m not sure ... it’s not a matter of going on a course ... sometimes it is literally lived breadth of experience ... [and] quite a depth of knowledge.” “I mean I had probably thought the CIPR would have more of a space for that [reflexive practice]. I don’t find that they have.”

Theorising/Towards a systematic understanding of learning in PR work ...  where are the communities of practice practitioners participate in and learn from?  how do practitioners learn to think?  what strategies do they use to analyse their practices?  how is this supported? (and by who? whose responsibility?)  where and what is the role of specialised knowledge?

Futures?  Shift focus from skills to thinking processes and critical reflexivity  The hidden value of senior PR knowledge/thinking that underpins expertise  Transformative engagement in safe spaces to facilitate self- understanding  Formulating senior PR knowledge and expertise for developmental purposes  Partnership working between senior practice, professional bodies and senior academics e.g. ‘practitioner-in-residence’; academics to ‘work-shadow’ in practice. Professional doctorates, advanced modules, academic mentoring

Storied so far IPRA Thought Leadership Series: Wanted: A Community of Practice for Senior Public Relations Practitioners QMU Working Paper Series: Accessing PR Expertise: methodological considerations

WHAT THE FUTURE PR TEAM MIGHT LOOK LIKE Nick Jones and Lynda Redington talk about their organisations and their teams – structure and skills


Visa Europe Confidential. This information is not intended, and should not be construed, as an offer to sell, or as a solicitation of an offer to purchase, any securities. CIPR Scotland Social Media BAU* for the Future PR Team Nick Jones Head of Digital & CSR Visa Europe @njones

Social Media BAU • What is BAU? • BAU for Visa Europe • BAU for social media • Social media strategy • BAU*

BAU for the real world Not unsettling or distracting!

So is it this…? Do what you do well and keep going for all your parodying needs

… or this?

BAU in my old job

Visa Europe’s BAU

BAU: big systems, big networks… • 37Countries: Greenland to Turkey • 13.2bntransactions • 35,000per second at peak • 20milliseconds to authorise

BAU builds a big brand

MORE STATS! 15,000 Followers Social Media is BAU for Corp Comms

BAU: an expanded Twitter footprint @VisaEuropeNews @VisaEuropeJobs @VisaEurope_FR @VisaEurope_DE

BAU: producing ‘glanceable’ content MORE STATS!

BAU: Images that are findable and shareable

BAU: measuring and monitoring to understand

A strategy for a Future PR Team

Four part approach • Review and revise our messages for digital edges • Understand better how influence flows in this new world • Tell stories made for a digital world • Engagement: preparing for the big challenge

Revise and revise our messages for digital edges • Edges are the angles that cut through • They need to be honed regularly • Is it still attractive and coherent to digital culture? • Digital culture • Tries first • Comments first • Dis-proportionate content creators • Disgusted of Tunbridge Wells replaced by Digital of TechCity?

Using comms plans to pick the right stuff from the digital smorgasbord Create content Pick channels Tune timing Handle interaction

2. Understand better how influence flows in this new world • Develop strong insight into digital behaviour of our stakeholders and their relation to digital culture demographics.

Who to trust? Who resonates with the influencers?

Empowering employee advocates @VEapprentices to @StevePerryVE

Understand how the influencers are measured

3. Tell stories made for a digital world • Produce content that is interesting and compelling because it is: part a strong story, and part told in a relevant way

Social media story telling BAU Get a cat… that can dance chief-mouser

Been there, done that.

Social media BAU If you can’t

Even humble tea cakes can tell stories





4. Engagement: preparing for the big challenge. Consumer and corporate comms connecting

The challenges of social media BAU* • Demand for market specific language content • No respecter of boundaries • No respecter of brands

Market specific language content

BAU* The social world respects no boundaries

BAU* Merciless ridicule of poor execution

Summary • Social media is BAU • There can be digital elements to many comms plans • But remember they must be led by business objectives • Story telling remains important • Greater understanding of the influencers is needed • Content that cuts through is critical

Thanks @njones


Evolution or Extinction Jason Gallucci CEO The Lexis Agency

Huge Threat, Huge Opportunity PR Skill should dominate marketing for the next 10 years Most PR agencies will go bust

FAD OR FOREVER? • PC & Smartphone • Social Media • TV Fragmentation • Cost Per Reach • Viewing Behaviour Change • Trust • Influencers • Engagement

PAID MEDIA = I buy my space I say what I want OWNED MEDIA = I own my space I say what I want EARNED MEDIA = I do something that makes others say what they want about me


Pre Social Age PAID MEDIA Owned Media Earned Media Post Social Age EARNED MEDIA Owned Media Paid Media Marketing has Flipped Well, it will do over the next few years.

The Skill of EARNED can be applied to PAID and OWNED Any piece of content could be a catalyst If it is designed to be

Battleground Who creates the catalysts? Do we design them or just “PR them?”

CMO test: Define PR Skill Reputation Management? Comms? Publicity? (in print editorial?) Spin? The relationship between a brand and its publics?

Internal Structures Big brand organisations have been built around advertising for the last 50 years They have not been built for the next 50 years

Who is “Lead” Agency? Advertising has lead for 50 years (and are trying to adapt to keep CONTROL). Ad agencies serve 2 functions:- 1. Brand Strategy and Creativity (big talent ECD, ESD) 2. Short Film making (Content)

Strategy, Creativity or Activation? Activation Areas: PR (publicity) Social UX Digital Build Content Experiential Design CSR POS DM Who’s in control?

We need to differentiate between Strategy, Creativity and Activation Earned Media Strategy Earned Media Creativity Influencer ID PR (publicity) Social Experiential UX

Our DNA Why will they care? Why will they share?

Give PR a Makeover Own the skill of 3rd party influence across ALL channels Own the skill of Story Creation and Placement Own the skill of Influencer Marketing Own the metrics of Cost to Engagement Own an ECD and ESD Own Earned Media Be LEAD agency Jim Wolf

Talent • Invest in credible talent on a par with Adland • Who can you put around the table in a head to head? • We recently hired Tessa Barrera, former Global Head of Social for Red Bull to run our social business

Stay on speed • What is working, what is not? • Know New Campaigns, New Technology, New Trends • We have a creative hub that is updated every day. It contains at least 200 case studies from around the world that out entire agency must LEARN • Everyone must SHAG!

Data • Metrics are dead, long live data • Give them a dashboard • Enable them to crow – easily

Educate • Help clients with their own careers • Pick your battles • Be bold and go to the top (if you are ready) • Save them money

Keep evolving “Transient Dogmatism”

The Stakes Increasing and Significant Earned Media Budgets Decreasing PR Budgets

Money where my mouth is In April 2014 we are becoming a new collective of agencies under one roof. 100 people, £10m in fees, working for some of the worlds best brands Services range from ‘PR’ to Social to UX to Experiential to Content Creation to Video Seeding We will have a very senior, agnostic Strategy and Creative team in the centre We specialise in Integrated Earned Media Marketing, turning influencers into brand evangelists

PR PROFESSIONALS AND THE FUTURE John Heuston talks us through what FE is teaching its students and how they link into future employers. David Martin will give us insight into what Skills Development Scotland is doing to fill the gap and ensure the future is bright


Scotland’s Creative Industries & Skills Needs David Martin, Key Sector Manager – Creative Industries @creativeSDS SDS - CIPR 2014

We work in partnership with the sector to: • Enable people to reach their potential • Make skills work for employers • Improve the skills and learning system • Prepare Scotland's workforce for today's global economy Skills Development Scotland SDS - CIPR 2014

Gathering intelligence on the skills demands of employers: • Partner insight • Working with employers & representative bodies • Skills alert on • Skills pulse surveys Articulating & prioritising skills development needs in sectors & regions: • Skills Investment Plans • Regional Skills Assessments • Regional Investment Plans SDS - CIPR 2014 Employer & Economic Demands

Scaleofthesector /growthambition Reviewevidence ofskillsneeds Identifyskills prioritiesforgrowth Testwith industry Securebuy-infor SIPActions Assesssupply sideconstraints PublishSIP /ActionPlan Gapfilling SDS - CIPR 2014 Skills Investment Plan Process • Review of economic data and skills and LMI research • Consultation with more than 80 stakeholders across industry and partners • SIP now finalised • Next stage – action planning workshops with key partners • Disseminate outputs to industry

• Diverse range of sub-sectors with main areas of growth in digital • Dominated by micro-businesses with high levels of freelance working • Long-term growth trend stalled by recession • Recent increase in business numbers and output suggest recovery • Workforce highly qualified but lacks diversity Indicator Creative Industries total % of Scotland total Registered Enterprises (2012) 12,325 8% Employment (2012) 65,000 3% GVA (2011) £2.73bn 3% SDS - CIPR 2014 Scotland’s Creative Industries Source: Scottish Government Economic Strategy Growth Sector Statistics, 2013

Skills Development Scotland CIPR 2014 Drivers: • Digital technology • Globalisation • Uncertainty • Consumer behaviour Demands: • Creativity • Innovation • Multi-disciplinary working • Adaptability Future skills demand at the highest levels – digital and business skills The emerging skills landscape

• 20,000 students in Higher Education and 38,000 in Further Education • Growing focus on entrepreneurial skills, but still largely the domain of business schools • Issues of over-supply? • Provision and uptake of MAs still modest in the sector • CPD patchy and difficult for micro-businesses and freelance labour force • Industry prizes experience SDS - CIPR 2014 The current supply

Addressing the digital agenda Developing industry readiness Developing leadership and business skills New approaches to delivery Understanding the sector SDS - CIPR 2014 Key themes for action

SDS - CIPR 2014 SDS & CIPR Scotland: A new skills partnership • Do you recognise the patterns and issues I have described? • How diverse is your company skills base & workforce? • Do you recognise the patterns and issues I have described? • How diverse is your company skills base & workforce? • What are your plans for succession planning? • How do you identify, secure and introduce new talent? • What are the challenges in developing your company capacity & capability? • What would help you to manage and respond to these issues better?

Working with national and local partners to invest in employers: • Modern Apprenticeship programme • Employer Recruitment Incentives • Flexible Training Opportunities • Energy Skills Challenge Fund • Low Carbon Skills Fund • Our Skillsforce – SDS - CIPR 2014 Supporting employers


© City of Glasgow College Charity Number SC0 36198 Future Proofing: An FE perspective John Heuston City of Glasgow College @adprJohn

HND Advertising and Public Relations

Key skills. • Press conference • Media release • Damage limitation • Partnering with Kelvingrove, The Big Issue • PR campaigns (objectives, publics, evaluation) • Communications audit, media scanning, press packs • In-house v consultancy (job titles and roles) • Business skills • Social (blogging, Twitter, company Facebook pages)

Destinations. • Glasgow Caledonian University • (Media & Communication. Marketing) • ---------------------------------------------------------------------------------- • CIPR accredited: • Napier University • (Communications, Advertising and PR) • Queen Margaret University • (PR & Marketing. PR & Media) • Other universities • (Robert Gordon, UWS, Leeds Met)

The real destinations. • 3x1 • Aura PR • Weber Shandwick • Parlez Media • Pagoda PR • Edrington

Let’s talk. • We’d like to invite you to: • Work with us on assessments. Feeding back to them. (STV, Big Issue) • Shape the course. • Mould your future employees. • Work experience. Internships. Workshops. Guest lectures

Thank-you. • @adprJohn • • 0141 271 6218 • 300 Cathedral Street, Glasgow G1 2TA


LEADERSHIP Lead the way and others will follow. CIPR has a duty to set professionals standards but how can get into the boardroom? David Watt, Director, IOD Scotland talks us through some top-line research we carried out with IOD members and discusses leadership

Help, Support and Develop Directors and provides: - A range of services & facilities - Events & Contacts - Lobbying & Representation - Professional Development IoD in Scotland exists to:

•IoD Core Activity •Companies •Third Sector •Public Sector •Scotland’s future Competent Boards and NXDs are key for:

Boards have to know about – •Corporate Governance •Legislation • Fiduciary behaviour •Health and Safety •Bribery •Compliance •Commerce •Industry specific knowledge

Boards have to know about – •Strategy •Environment •Social media •Politics •Risk •HR • Etc., Etc. and Now you want to add PR!!!

CIPR/IoD research •89% believe comms integral •56% don’t have comms or PR person at senior/board level •Reports – •34% to CEO •12% to wider board •23% to marketing director •12% to senior management team

CIPR/IoD research •45% say it is on board agenda •Only 33% saying occasionally on agenda •Only 1/3 of Directors regularly taking comms advice •77% media trained •70% robust plan for crisis but one third have nothing!

Boards should be on top of – •Reputation •Image •Corporate Governance – in practice •Crisis planning •Business Continuity and they need help to do it!

A Good NXD is: •A critical friend – a sceptical ally •Strategic thinker •An expert in something you need •Not the same as you •Understands the context

NXDs have to know about: •Risk •Vision •H&S •Values •HR •Compliance •Finance •Social Media •Strategy etc. etc. etc. Especially know what they don’t know!

So can CIPR members help? -Get involved -Push your expertise and worth -Join the IoD -Get trained -Move outside your comfort zone Get on Board! They need your skills – they just don’t know it!

CIPR AFTER THE REFERENDUM Alastair McCapra, Phil Morgan, David Watt and Stephen Penman lead the panel. Your input is required! What if anything will change? What sectors will be affected the most? How will it change our approach to do business? Does it possess an opportunity for Scottish-based PR companies? Will Scotland be an international hub like London? #PRfutureproof


FUTURE PROOFING BROUGHT TO YOU BY Tuesday, 11 March Blythswood Square Hotel, Glasgow

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