Strategic communications and life sciences

Collage graphic of communications and scientific research

By Rachel Hind and Dani Verrall

In labs worldwide, scientists manipulate molecules invisible to the human eye, yet their work has implications that stretch across time and society. Research mostly happens behind closed doors and carries a paradox that has followed scientific discovery throughout history – knowledge that might transform human health often remains unseen by its beneficiaries. This disconnect between scientific breakthroughs and public awareness represents a communication challenge and a fundamental question about how information – and understanding – moves through the world.

For example, biotechnology innovations at the molecular level can change lives but without effective communication that bridges specialised knowledge and public understanding, even revolutionary advances might fail to realise their potential. Strategic communications are the solution, transforming complex scientific detail into stories that resonate with diverse audiences and ensuring trusted voices deliver the message.

Public engagement and the cultivation of trust

The history of scientific innovation reveals a recurring pattern: technical advancement alone rarely secures acceptance.  Despite persistent opposition throughout history, traditional vaccines gradually gained sufficient public trust to be widely adopted. Gene therapy, by contrast, saw its development stalled for decades after early clinical tragedies sparked widespread fears that lasted long after therapies were proved to be safe. 

In both cases, technical validity was insufficient to win trust without effective communication that contextualised these advances within broader societal frameworks. No matter how brilliant, scientific discoveries exist in isolation until they’re woven into human understanding and values. It’s not enough for a biotechnology to simply work in a lab; people must know – and accept – how it connects to their lives, beliefs, histories, and cultural contexts.

When life science companies have meaningful engagement with communities, patient groups, and advocacy organisations, they participate in knowledge sharing that extends beyond lab walls. They acknowledge that scientific work exists within society rather than above it.

Our work with the Open Data Institute (ODI) touches on bringing diverse voices into technical conversations to transform discussions and outcomes. With the ODI’s guidance, the INSIGHT initiative—the Health Data Research Hub for Eye Health—established a data trust advisory board with patients at its centre, involving them directly in governance decisions about data access and use.

This approach contrasts with traditional models, where public communication happens after making decisions. It shows that by integrating diverse perspectives throughout the development process, organisations can build the trust needed for innovative research to proceed.

Media relations and the creation of context

Throughout history, specialised knowledge has required ‘translation’ to make it meaningful beyond expert circles. Journalists often connect scientific work to human experience through their reporting, helping audiences recognise how new developments might affect their lives.

Acknowledging journalists’ importance as conduits of information, Allegory’s work with Our Future Health, the UK’s largest health research programme, focused on building relationships with carefully selected health, science, and data correspondents. Through detailed briefings, we ensured they understood the programme’s key elements, including its scale, commitment to diversity, participant feedback mechanisms, and collaborative approach.

By contributing substantively to public discourse rather than simply seeking attention, companies can become thoughtful participants in the ongoing debate about scientific progress. This considered approach to media relations builds foundations that prove valuable when navigating inevitable challenges.

Content creation and the art of translation

The best content balances scientific accuracy with narrative clarity—making technical developments understandable without oversimplification. Audiences approach scientific information from different perspectives, requiring content that addresses their specific concerns and interests while maintaining consistency in core messaging. A comprehensive content strategy recognises these diverse needs while ensuring all communications reflect fundamental scientific truths.

Crisis readiness and integrity

Crisis communications in life sciences require preparation that begins long before difficulties emerge. Organisations that develop clear values-based decision frameworks respond more effectively than those making communication decisions under pressure. When a biotech or pharma company encounters unexpected trial results, regulatory hurdles, or supply chain issues, established principles for transparency guide communication approaches to maintain stakeholder trust despite setbacks.

The validity of this approach was seen in manufacturers’ handling of production and supply chain issues during the initial COVID-19 vaccine rollout. Transparency and effective and regular communication on how problems were being addressed helped manage expectations and maintained trust despite the difficulties.

Many working in this field take their cue from Johnson & Johnson’s response to the 1982 Tylenol crisis, a case study still used in crisis communications training. The company’s immediate action, complete transparency, and unwavering commitment to public safety transformed a potential catastrophe into a blueprint for ethical conduct.

Communication as an essential complement to scientific work

For science leaders, strategic communication is not an addition to their work but a necessary complement. Organisations that approach communication as integral to their scientific mission develop stronger stakeholder relationships, engage audiences more effectively, and create more significant impact through their innovations.

Even the most groundbreaking scientific innovations only realise their potential when understood, accepted, and integrated into healthcare systems and individual lives. Strategic communications provide the essential bridge between lab discovery and human benefit, not separate from scientific work, but the means through which science fulfils its purpose of advancing human well-being.

Explore

Observation to impact –  a new guide for research communication

An abstract image of Charlies Dockens

Charles Dickens (Canva’s Magic Media version of him above!) turned acute social observation into stories that changed Victorian society. With characters like Oliver Twist and Little Dorrit, he made the invisible visible – transforming statistical realities about workhouses and debtors’ prisons into narratives that demanded social action. His achievement wasn’t only literary; his words led directly to reforms in education, criminal justice, and social welfare.

Today’s researchers share this fundamental challenge – ensuring valuable work creates meaningful change in the world. Like Dickens, who balanced his role as a journalist and storyteller, researchers must navigate between rigorous investigation and clear communication of their work.

Having worked alongside research institutions for over a decade, we’ve observed how the most significant research can sometimes struggle to find its audience. In an age where information flows constantly, and attention is scattered, even crucial findings can get lost in the noise. This understanding has led us to create the Research to Impact Playbook.

STRAIGHT FORWARD ACTIONABLE STEPS

The playbook outlines seven stages that connect research with real-world impact. Just as Dickens used serialised stories to build public awareness of social issues, researchers today need varied approaches to share their work effectively.

Each stage provides straightforward, actionable steps. The audience understanding stage helps identify key stakeholders, while later sections outline ways to build productive relationships with policymakers, journalists, and others who can help research make a difference.

The playbook recognises that impact measurement begins at project inception, not conclusion. It suggests ways to gather evidence throughout your project, helping demonstrate your work’s relevance in ways that matter to funders and stakeholders.

influencing change

This isn’t about changing research but strengthening its natural capacity to influence change. By combining established communication principles with current tools and channels, the playbook helps connect valuable work with visible impact. It’s aimed at anyone wanting to make a difference with their work, whether by shaping policy, building public understanding, or changing society. Your work has the potential to change the world. Let’s make sure the world knows about it. Talk to us today.

New East Midlands partnership for Allegory

Allegory founder, Emma Thwaites with Baker Baird co-founder, Stuart Baird

 

Right people, right values, shared objectives. It’s what we look for in everything do with clients and Allegory has built a strong reputation for delivering high-impact, value-driven results based on those solid foundations nationally and in the regions.

But we want to go further – for our clients and as a business. There’s more we can do for clients in HE, research and government, and there are more places where we can do it. So we’ve now taken the first step in our ambition to develop our business into a regional network by partnering with East Midlands agency, BakerBaird.

regional expertise

BakerBaird shares our values and has a track record of sophisticated delivery similar to ours. The agency is built around rich strategic communications experience, blended with journalistic creativity and agility. Its co-founders, Richard Baker and Stuart Baird, have developed an impressive track record of delivery on high-stakes campaigns.

They’ve been chosen to deliver communications and engagement for all of the major economic initiatives in the East Midlands – East Midlands Combined County Authority, the East Midlands Freeport, the East Midlands Development Corporation.

They’ve also worked with universities on research, spin-outs and innovation destinations. Their ability to connect the dots with public policy has supported major built environment businesses and technology firms. And they’re brilliantly networked.

MORE STRINGS TO OUR BOW

At Allegory, clients choose us because we have a team of seasoned professionals who intimately understand how to deliver impact. We’ve worked in-house in government and in research organisations. We understand complexity, sensitivity and the need to reach the right audiences whether that’s via campaigns or direct engagement.

We’re now building out via our partnership with BakerBaird. Join us on our journey – get in touch to hear more about our national and regional expertise.

Smart communications strategy, big impact

AI generated image of a person in a virtual network

In challenging times, cutting marketing and PR budgets can seem logical—but is it right?

Our recent report Maximising ROI – Cost-effective marketing and PR strategies in tough times explored why businesses should resist the urge to scale back communications. The evidence is clear: companies that maintain visibility and invest in strategic communications emerge stronger when the economy rebounds.

But here’s the real question: How do you make every pound count while ensuring your brand remains strong?

That’s where Allegory comes in.

We specialise in high-impact, cost-effective PR and communications strategies that help organisations thrive—whether you’re a growing start-up, a non-profit with a bold mission, or an established business looking to stay ahead. And unlike large agencies with higher costs, we focus on cost-effective, results-driven solutions tailored to your needs.

What We Offer

1. Thought leadership that positions you as an industry expert

In uncertain times, credibility matters. Thought leadership isn’t just about visibility—it’s about earning trust. Our team helps you craft expert articles, blogs, and keynote-ready narratives that elevate your voice in the market.

📌 Why thought leadership is a strategic investment 

📰 Let’s create content that puts your brand at the forefront of your industry. Get in touch.

2. PR strategies tailored to your niche

Forget one-size-fits-all campaigns. Whether you need media coverage, digital PR, or a refined brand narrative, we tailor communications strategies to ensure your message reaches the right audience.

🔍 Looking for a strategic communications agency that truly understands your industry? Let’s talk.

3. Crisis communications that protect your reputation

What happens when things don’t go to plan? In an era of instant news cycles, businesses can’t afford to be unprepared. Our team provides fast, expert crisis communications support to help you take control of the narrative and maintain stakeholder trust.

🛑 Need immediate crisis support? Contact us now.

4. Earned media that builds credibility

Your story deserves to be told—by the right people in the right places. Our expertise in media relations gets your business featured in trusted industry publications, mainstream news, and digital platforms.

📰 Why media coverage is still important

📢 Ready to see your name in the headlines? Let’s make it happen.

5. Social media strategies that drive results

Social media isn’t just about posting—it’s about creating meaningful connections. We manage platforms with smart,, engaging content that grows your audience and converts followers into loyal customers.

📲 Want social media that works harder for your business? Ask us how.

6. DIY PR and communications training

Prefer to manage PR in-house but need expert guidance? We offer affordable training sessions to equip your team with the skills to manage brand reputation effectively.

🎓 Invest in your in-house team with our expert-led workshops. Find out more

Why Choose Allegory?


✅ Collaborative approach – Think of us as an extension of your team—we succeed when you succeed.
✅ Ethical communications – We prioritise purpose-driven, practical strategies for meaningful impact.
✅ Cost-effective expertise – We tailor packages to fit your budget, and deliver the results you need.

Let’s Get Started

Your story is waiting to be told. Whether it’s securing media coverage, launching a creative campaign, or optimising social media, Allegory is here to help.

📩 Contact us today for a no-pressure chat about how we can support your business.

Creating and building a brand and voice for The UK Agri-Tech Centre

The brief

Allegory was approached to develop a brand, communications assets and guidelines for a new organisation – the UK Agri-Tech Centre. The centre was formed from the merger of three previous centres. Each one had loyal memberships and complex stakeholder networks. All of these had a significant interest in the launch. Our video received 100% positive feedback from these groups. It describes the UK’s largest independent agri-tech organisation, which has the ambition to become a Catapult. 

 

We provided strategic communications advice and PR support for the organisation. We helped to communicate the external announcement of the merger (in October 2023). In April 2024, we worked on the launch of the UK Agri-Tech Centre. Both milestones involved extensive liaison with the Agri-Tech’s funding partner, Innovate UK and the Department for Science, Innovation and Technology, with ministerial involvement.

 

Our response

First, Allegory held an in-depth branding workshop with the client team to develop the new UK Agri-Tech Centre’s core positioning and identify its key audiences. Following the workshop, we crafted a core mission, vision and purpose. We then built a key message house and developed tone of voice guidelines. These steps ensured that all communications were consistent and told a compelling story as the three centres merged to become one organisation.

Working with our partner design agency, Ergo Creative, we designed and delivered core marketing and communications materials. These included a brand strategy playbook, infographics, videos, social media assets, exhibition stand designs, leaflets and other marketing collateral.

Before the merger’s announcement, we partnered with Innovate UK to build a campaign for delivery across the press, social media, and the web. This included a press release and media sell-in, social media posts, a launch video, and a series of blogs to drive interest in the launch and educate key stakeholders about the aims of the new organisation.

A well-planned six-month editorial calendar supported this, along with social media posting guidelines, newsletter guidelines and a template press release. These materials enabled in-house teams to deliver consistent communications and build a steady drumbeat of momentum during the transition period.

Allegory then conducted extensive media research to inform the April launch communications strategy. Identifying a need to educate the farming media and broader community about the fundamentals of agri-tech and how it can help farmers improve profitability and productivity, we created the ‘What is agri-tech?’ campaign. This was delivered through blogs and editorial articles in key agriculture media.

Finally, we commissioned research with agriculture and food sector decision-makers to create content for the April launch. We drafted a report, The Future of UK Agri-Tech, which we launched to the media in April. The report content was also shared across the UK Agri-Tech Centre’s social media and owned channels to build its position as the leading voice on agri-tech in the UK.

THE OUTCOME

Allegory secured 30 pieces of quality media coverage, including an interview with Chairman of the UK agri-Tech Centre Peter Quinn on BBC Radio 4’s Farming Today programme. We placed articles about the growth of agri-tech in key vertical titles, including Farmers Weekly and Farmers Guardian.

The launch received 100% positive feedback from stakeholders, including the membership of the three original centres, preserving the heritage and credibility of the merged entities.

Online, the UK Agri Tech Centre quickly established more than 6k followers on LinkedIn. The April launch post generated 200 likes, 31 reposts and 12 comments. All the campaign blogs performed well, including the ‘What is Agri-Tech?’ blog, which received 2,188 views. The UK Agri-Tech Centre is outperforming several well-established peer organisations in the sector in terms of both engagement and new followers. The UK Agri-Tech Centre described these results as “very impressive, and in no small part thanks to the groundwork Allegory put in at the start.

Our campaign branding work has also been awarded the Silver Award for Employer Branding at the London Design Awards 2024.

“The ability of the Allegory team to understand our brief in lightning-quick time – and begin executing our requirements immediately –  was instrumental to the ultimate success of the merger and launch. Their experience in the UK’s innovation landscape and awareness of the needs of different stakeholders – from ministers to farmers – was invaluable. Working with Allegory was a pleasure and when challenges arose, they were always ready with solutions. We have been delighted with the high-quality foundations that Allegory created for ongoing communications activities, and the continuing success of the UK Agri-Tech Centre.”

Phil Bicknell, Chief Executive of the UK Agri-Tech Centre

Don’t get left behind: the race to influence starts now 

Business seems slow for everyone. Politics in every sense of the word is the hold-up, as we wait for the election outcome. 

 

Patience doesn’t have to equal inertia, though it is tempting in this hot weather.

 

The reality is that whoever wins the election, the new government will have a post-election pause. It won’t be until late September at the earliest that businesses and organisations can meaningfully interact with those in Whitehall.

 

If you want to influence the new government on behalf of your community, stakeholders, or industry, what is the best way to plan and prepare this Summer?

 

Here is a plan of action. While new MPs’ offices and staff laptops are sourced, logins and passwords sorted, and ministerial teams settle in, you can get ready to make an early impact when October rolls around, party conference season begins, and business as usual resumes.

 

  1. Take this seriously: This is the time to bring together your best minds, develop your best strategic thinking, and create compelling content that evidences it. You want to end up with a ‘fish where the fishes are’ thought leadership plan that covers the rest of 2024. This might be a refined version, or you might need to start from scratch. Either way, get started. 

 

  1. Make ideas tangible: You need content ready to go at the start of September. You need materials that prompt conversations with different audiences at different points throughout September, October, and beyond. But let’s not get ahead of ourselves. Think about the best way to present your ideas and how to measure impact. Create a content plan. Know what your version of success looks like.


  1. Test and refine: Don’t develop content in an echo chamber. Speak with trusted sources, stakeholders and partners, and experts. Get feedback, test, and iterate. Get people ready to support you publicly because your thought leadership content is so good. 


  1. Work with the media: When the content and advocates are in place, start speaking to the media. Take a slow boil approach, and work with a small number of journalists to craft different story angles that support your overall messaging. Don’t worry if coverage doesn’t land until late September/October. It’s about quality in the right media.


  1. Get talking: Ideally, you want a drip feed of coverage running from September through October and November. This creates a lasting digital footprint of your thought leadership that others will notice and you can reference. You can use this to great effect during the October party conference season; securing closed conversations and media interviews on-site at the conferences and offsite afterward.

 

If all this seems a bit much when the sun is shining and England is fighting to stay in the Euros, remember something is always better than nothing. 

 

In this process, we start clients off with a short, fun ideation session, drawing out their best ideas and talking points, which we research to source internal and external evidence and proof points. If there is more time (and appetite among senior leaders and experts), we host a half-day workshop or deliver a series of 1-2-1 interviews. 


We mine your talent to unearth golden thought leadership nuggets that boost brand awareness, get conversations started, and increase your influence. 

Will you be ready for the dawn of a new government? September comes around quickly and hopefully it’s not just tan lines that make you stand out.

 

If you would like to find out more about Allegory, please get in touch via bizdev@allegoryagency.co.uk

Election manifestos and higher education

With the launch of Labour’s 2024 election manifesto yesterday, the battle lines have been drawn for the parties’ pledges around higher education and skills.

Labour’s manifesto has a big focus on skills in a bid to win support, with a pledge to establish a Skills England body to simplify the complex and often confusing skills landscape for employers and learners, and a transformation of the apprenticeship levy into the Growth and Skills levy. 

While the Labour manifesto is light on funding detail for higher education and university policy, it boldly states the current funding model isn’t working for students, universities, or the taxpayer. Their manifesto promises a Labour government will “act to create a secure future for higher education” and “will work with universities to deliver for students and our economy.” That wording is key – an indication the party wants to work collaboratively with the sector to find solutions and safeguard higher education and HEIs, in contrast to the Conservatives’ briefings about the regulator closing ‘rip off’ degrees and fuelling media coverage of ‘Mickey Mouse’ courses.

The Conservatives created intense debate earlier this month with their plans to close so-called low-value undergraduate courses to fund 100,000 more apprenticeships. Many criticised the policy as a simplistic view of post-18 education as either a degree or an apprenticeship pathway. The proposed policy also stoked fears that the arts and humanities would again be negatively impacted by cuts. The universities that have reacted publicly have pointed to the fact that many HEIs already offer a wide range of degree apprenticeship options to students, combining degree-level study with vocational skills training. 

The Liberal Democrat manifesto promises a review of higher education finance in the next Parliament. They want to consider any necessary reforms in the light of the latest evidence of the impact of the existing financing system on access, participation and quality, and to make sure there are no more retrospective raising of rates or selling-off of loans to private companies.

It’s perhaps no surprise both Labour and the Lib Dems have steered away from big university funding promises in their election manifestos. The Lib Dems have suffered long-term reputational damage with the public and the media after the party broke their 2010 election manifesto commitment to oppose an increase in student fees while they were in government as part of the Conservative – Liberal Democrat coalition. 

The ramifications from that particular university policy u-turn is a stark reminder of how important education, university and skills policy is to voters. 

If you would like to find out more about Allegory, please get in touch via bizdev@allegoryagency.co.uk

Building trust and authenticity through thought leadership

Half of C-Suite executives say high-quality thought leadership has more impact on their purchase decision-making during economic downturns than when times are good. But there is often confusion about what thought leadership is, what good looks like, how it should be used, and even who is the right ‘voice’ for it. 


Thought leadership is a formidable weapon in any organisation’s trust armoury. When it is authentic and credible, thought leadership content reinforces clients’, customers’ and employees’ positive perceptions of a company. It reinforces the ‘trusted partner’ image. Research reveals that 75% of decision-makers say that thought leadership content has prompted them to research products or services they had not previously considered. It is much more trusted by this audience, which includes the C-suite, than marketing materials or product sheets.


Thought leadership is critical not only to attracting and retaining new customers but also to helping competitors steal one another’s existing business. Thought leadership can also help to cross-sell or upsell existing customers, particularly for lesser-known offerings.



So what is thought leadership?


Effective thought leadership has three key attributes: it cites strong research and data, helps audiences to better understand their organisational challenges, and offers concrete guidance. 


At Allegory, we demystify the thought leadership process by working closely with senior management teams to identify exactly what their target audience wants to hear about, what a business wants to say, and where the best voices for thought leadership can be found within it.  


70% of C-suite executives said that thought leadership had led them to reconsider their current supplier relationship. About half (54%) said thought leadership made them realise other suppliers might better understand their challenges and needs. 


Put simply, thought leadership usually comes in the form of editorials, which might appear in mainstream newspapers, specialist media, selected blog sites or B2B publications. As the name suggests, the main purpose of these articles is to establish an organisation, or an individual within it, as at the forefront of ideas, innovation and leadership.


Thought leadership offers a very different opportunity than a news story or press release, as it is part of an ongoing strategy to grow brand recognition alongside that of the personalities within an organisation. The more you use thought leadership, the more your profile is raised, which leads to yet more opportunities. It truly is something that can snowball when done right. That editorial in a trade publication can be used to leverage a similar article in a national newspaper, which in turn can lead to an appearance on Sky News or BBC radio. 



How Allegory works to develop thought leadership


Thought leadership is, of course, all about pushing ideas forward and (hopefully) changing minds, whether those are of those you wish to influence, from customers, funders and investors to government ministers. But it also creates a footprint of an organisation’s philosophy and ideas, increasing Google profile and visibility with decision-makers nationally and globally. Some leaders don’t want to put themselves out there in this way, but we believe that this is a mistake. To dismiss this relatively new way of speaking to your audiences is to waste a channel that can bring great rewards. 


At Allegory, we work closely with organisations to hone and develop their thought leadership profile. This means identifying which ideas need to come to the fore, who should be expressing them and who the business needs to speak to. We research audiences and publications, using our extensive media contacts to find the right home for opinion pieces, profiles and commentary. 


We also speak the language of the press. Just because you are a strong leader it does not follow that you already have the skills for this kind of work. We can have as much or as little input as works for you, whether that is ghost-writing editorials, collaborating or simply tidying them up before submission.


The interpersonal relationship with thought leaders is an important one, but also one we handle with expertise and sensitivity. We recognise that those we are working with are the experts in their field, so we use our own experience to bring that out while keeping the elements of individuality that make leaders who they are. 


If you can be bold, controversial or break new ground with ideas then so much the better. After all, a national newspaper editor won’t want to simply give you a platform to talk about your new widget, new educational programme or report unless you can offer something that readers will read, digest and discuss. 


For example, in our work with the Open Data Institute, we would not dream of claiming the kind of practical and academic expertise that the founder of the world-wide-web, one of the UK’s pre-eminent experts on AI or any other members of the extensive senior team have in data infrastructure. But we can hone the way that they put those ideas across, edit to the house style of a national newspaper and speak to top editors about what topics they would most like to hear about.


Tell me about the value of thought leadership


One-off thought leadership can generate new business enquiries but it is unlikely to shift perceptions on a large scale – it takes time and effort and needs to be a well-resourced programme, with organisations prepared to invest in a topic and themes over the long term.


The people and organisations who create thought leadership do so to increase positive sentiment among potential clients (55%), get leads to reach out for more information (48%) and get potential clients to consider their services (40%).


As with all earned media, we believe that this will always have a more powerful impact than advertisements or advertorials. When you are being reported in the news or, more importantly, expressing your opinions in the opinion columns of the Financial Times, Guardian or Daily Telegraph then people notice and they pay attention. 


It is impossible to put a financial value on an editorial, but even that real estate on the page would be into the £1,000s. Never mind the value of being able to speak directly to policy-makers, the public and other media. Thought leadership shows potential employees, investors and customers that your organisation is active, influential and opinion-leading. It is part business development, part publicity, part influencing and part brand building. 


Thought leadership is also an economical way to exploit changes in the way that the media works. Journalists are often overworked, underpaid and trying to hit targets for clicks, conversions and content. Gone are the days when they could spend days on one story, as they chase the page views with often onerous targets. So, providing readymade thought leadership, be that as whole editorials or prepared quotes, saves a lot of time for writers and editors. 


Finding the right voice for your thought leadership


Who delivers the thought leadership matters. The key is to focus on this particular topic, who within your organisation would be viewed as the most credible expert – credibility matters more than the job title. And yet many businesses automatically assume it should always be the CEO.


The more shares and discussion that you can inspire the happier the editor will be and the more likely that they will ask you to write for them again. At Allegory, we recognise that this can often be a difficult path to walk, but we are experts in offering counsel on just how to do that, balancing the strength of opinion within the bounds that individuals or organisations are comfortable with. We know that shareholders and stakeholders matter far more to a business than media coverage for a manufactured controversy. 


In short, we believe that thought leadership is something that every business, charity, university or organisation needs in their arsenal. There are far too many advantages for it to be ignored or something that you can leave to rivals. It is a way to speak directly, forthrightly and in your voice. And there can be few ways of communicating that are more satisfying or more valuable. 


If you would like to hear more about how Allegory Communications has worked with clients to help them become thought leaders and how we could do that for you, please get in touch via bizdev@allegoryagency.co.uk

Why Data Drives Reputation

10 years of data and communications. What’s changed? Everything. We explore how data is going to drive corporate reputation in the decade to come.

Allegory opened its doors in 2012. Since then we’ve helped universities, government organisations, technology and innovation companies to tell their story to a vast range of audiences around the world.

As our clients have grown and evolved, we have become the UK’s specialist data communications agency, with unrivalled experience, relationships and knowledge in this area.

In 2021 we published a report setting out the urgent need for organisations to establish and grow their Corporate Digital Responsibility (CDR), an emerging field of corporate governance and ethics.

In 2022, we decided to mark our 10 year anniversary with a series of thought-provoking articles on Why Data Drives Reputation, looking back on a decade in data to explore how organisations can mobilise data and communications to meet their needs in the future. With contributions from six opinion formers from business and communications, each chapter  examines a different aspect of the relationship between data and reputation.

Why Data Drives Reputation – the series

Six articles exploring how data and ethical business processes will continue to change our communications world in the decade to come.

Measuring Impact

By Richard Bagnall, Co-Managing Partner, CARMA and former-AMEC Chairman

A heightened focus on accountability and proving return on investment has left comms teams trying to do as much as possible, with as little as possible, whilst delivering the biggest organisational value. Yet many PR and comms teams still have not fully embraced measurement best practice or applied it to their organisations.

There are plenty of barriers in the way. Some practitioners are unsure where to start, others are battling internal culture or data silos. Securing the buy-in of senior leadership has been shown time and again to be a critical hurdle to overcome.

PR is not alone in feeling this heightened pressure. The 24/7 business environment, disrupted media, escalating crises and increasingly tight deadlines have seen pressure mount across the many facets of critical work that we do. There’s always more work to do with less time and fewer resources.

Do, plan and measure what’s meaningful

Ironically, the busier we are, the less time we have for the things that can make us more efficient: planning, prioritising and aligning our activities with business priorities. If we are too busy getting on just ‘doing stuff’, the temptation to simply ‘count stuff’ can then seem compelling. This risk is compounded by the proliferation of automated portals and SAAS platforms with their pretty dashboards, inflated numbers and real-time charts making ever bigger claims about what their automated systems actually do. 

PRs dirty secret is that some agencies often don’t plan properly. They may just undertake activity and try to get coverage. But they don’t take a step back to decide what the plan is and how that can be measured. Having a proper plan you measure meaningfully against means you understand where you are going and what you have achieved. The best agencies understand that and if you want to match them then so do you. 

Measuring what matters requires a clear and demonstrable link between communication strategy and what is most important to the organisation. Remember, the number one rule in measurement and evaluation is just because you can count it doesn’t mean that it matters. Take a step back to understand your organisation’s business objectives as a starting point for measurement and ascertaining how activity actually contributes towards their achievement. Get tech-informed and data-enabled. 

Technology lends a hand

Technology can enhance every aspect of the way we work and has a huge role to play in media intelligence. But what is critical is that comms professionals know where their data comes from, what the tech does with it, where they can trust it and where it falls short. Where teams rely on Artificial Intelligence (AI) and automation to take the entire strain, we end up with messy, fragmented data. 

The PR tech stack and automated media intelligence alone are not going to magically provide the full picture. It takes getting back to basics and applying critical thinking. This means researching, establishing benchmarks and appropriate targets, defining a plan, as well as excellent strategic and tactical execution. You then need measurement beyond activity-based counting, that links through to the organisational effects that are driven as a result of our work. If we continue to measure based on activity-driven metrics, we are just busy fools. We have to measure and use data appropriately to measure based on outcomes that support our objectives.

Tap into the right resources

All this can seem easy to say, but how do we start to overcome the challenges and measure better? As well as my day job at CARMA, for the last six years I have been chairman of the evaluation industry global professional body AMEC. AMEC’s primary focus is to support education and drive best practice in the communications evaluation sector. It is known for setting standards, particularly the Barcelona Principles, which offer a set of seven practical guiding values for meaningful and relevant measurement.

These Principles set out a broad view of what good practice should entail, but they don’t show how to apply that in your own organisation. For that reason I led the team that created AMEC’s Integrated Evaluation Framework. This interactive tool provides all of the guidance and support that you need to create your own meaningful measurement programme, providing a consistent and credible approach that works for organisations of all sizes. Importantly, it can be tailored to very specific use cases, campaigns and objectives. 

Unlock the power of data storytelling

In the years ahead, it is crucial we use measurement to prove that PR is not just a cost-centre undertaking activity, but a genuine value creator, supporting and driving desired organisational outcomes. Even the rise of in-house Insight departments shouldn’t take the data out of the hands and minds of communicators. 

We need clear plans, established benchmarks, KPIs and SMART targets for success. We need measurement that speaks the same language as the organisation’s leaders and provides a meaningful report of achievements. We need to allocate time and effort to measurement as a strategic foundation for planning and course correction to ensure we are getting it right. 

Organisations that can truly unlock the power of data, and PR professionals that can make sure their efforts are accurately represented, will surely have the upper hand.

If you would like to hear more about how Allegory Communications have worked with clients to help them become thought leaders and how we could do that for you, please get in touch via bizdev@allegoryagency.co.uk.

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