Starting your first proper job after university is bound to be a little nerve wracking, but what about when you’re working from home and you haven’t met all your colleagues in the flesh? Here’s what I’ve learnt in my first month at Allegory.
I wasn’t sure what to expect as the newest full time member of Allegory Communications, given the pressures of remote working, and the general economic uncertainty – yet, my first month has been truly amazing. My colleagues have made me feel unbelievably welcome and I got a feel for the team’s warmth and positivity very early on.
Our daily team meetings are a perfect start to the day. It’s a great way to check in with the whole team and find out what their priorities are for the day ahead. It adds a personal touch to the new ways of virtual working.
I was expecting to be doing tedious admin-type tasks that no one else wanted to do and yet, I was so wrong. At Allegory, I have truly been in the midst of it all: pitching to journalists, meeting influencers from across the world and creating exciting new content for our clients and platforms.
I think the best aspect of Allegory is that the team gives you the opportunity to have a go at everything. This can seem daunting at first as the newest member of the team, but even as a newbie, the team genuinely values your opinion and input.
Being split across business development and client facing work means that I get to experience the best of both worlds: working with clients that are at the pinnacle of their industry, while also getting to work on new and exciting internal projects. The variation keeps you on your toes!
When people say that agency life is fast-paced, they really mean it. With a packed diary and multiple meetings a day, it is impressive how the team juggles different projects and deadlines. Being new in the industry, it is pivotal to stay organised and on top of your workload.
Begin the day prioritising your to-do-list
It’s easy to become bogged down with multiple tasks and approaching deadlines. It’s crucial to start your day by organising your to-do list, beginning with the most important actions first.
Block out time for urgent actions (and lunch)
The team has very different schedules and work patterns. You’ll need to be strict with your time management, while also maintaining a level of flexibility. If you want to get the work done, then block out time to do so! It is also important to block out the time for lunch, as otherwise you’ll be sitting at your desk all day.
Ask questions (always!)
While soaking up all the new information and acronyms flying around, it is expected that you will have a million questions. The team made it clear very early on that it was absolutely okay to ask questions. The exchange of ideas can overcome any new challenges and you may find a more creative and effective solution in the process!
Emma Thwaites, founder of Allegory Communications, talks data and the way it influences our behaviour and business.
Data headlines are here to stay
Every aspect of modern life is defined or quantified by data. The Global Datasphere measures how much data is created and consumed every year. I find the scale mind-blowing – the total amount of new data predicted to be made in 2025 is 175ZB, up from an estimated 59ZB in 2020.
If you are struggling with visualising this (I did), I Googled it and, using my rudimentary maths, calculated that it’s the equivalent of 3.5 billion 4-door filing cabinets full of text. It’s unsurprising that we all somehow feel the presence of this invisible but massive force even if we only consciously think about it occasionally or never.
Data underpins the way we understand the world
Like water, electricity and roads, data is woven through the infrastructure of modern life. It influences our behaviour, our lifestyles and the choices we make. Data is increasingly the story – making front-page news and raising big political questions about transparency, privacy, and ownership. In March, research for the Centre for Data and Innovation showed an unprecedented increase in the use of data-driven technologies in the pandemic. This contributed to a 54% rise in UK media coverage of data-driven technologies in the first 12 months of Covid-19.
Things are moving so fast that the explosion of data often outpaces our ability to manage our response or understanding of it. As individuals, unpicking the truth from exaggerated claims and conspiracy theories woven with data is almost impossible. The issue is further exacerbated when data is taken out of context and manipulated to suit false narratives.
For leaders of complex organisations, keeping a grip on how data is being gathered, stored and processed is a mind-boggling task. According to a poll of 250+ business leaders, insight, marketing and communications professionals attending the recent DataComms 2021 conference, only 12% feel ‘very prepared’ to respond to a major crisis involving data, (e.g. a data breach), and almost a third (32%) stated that they would be ‘unprepared’.
There is work to be done. How we manage and communicate about data – something that was once primarily internal and often confined to ICT departments – is now very much an outward-facing concern. Whether we do it well or poorly can influence how trustworthy people consider our organisations to be. Data protection penalties are on the rise, climbing 40% in the past year (FT.com), and organisations are increasingly being held accountable for their use of data by regulators and consumers alike.
Corporate Digital Responsibility moving up the business agenda
Data is becoming a new battleground for those concerned with building and protecting corporate reputations. Consumers are data-aware as never before. While they may be happy to share personal data with organisations they trust, they are also ready to punish them for any misuse of data or perceived lack of transparency. Organisations that can master data, using it ethically and in an open and trustworthy manner, will win. Company reputations will be built on the strength of how seriously they take their Corporate Digital Responsibilities, at least in part.
So how can communicators master data? How can we make sure that we know and understand enough to advise our organisations confidently at the most senior levels? We must embrace it in its full capacity, understanding both the power it holds and the risks it may expose. Here is the basic process that we have developed at Allegory for achieving this:
Deep Dive:
Carry out a comprehensive data audit. What data does your organisation hold? Where is it stored? Who has access to it? What is it used for? Is it shared? How long is it kept for, and how is it protected?
Evaluate your data policies and procedures against your wider organisational mission, vision and values.
Analyse:
Identify weak points and ensure that all data is being gathered, stored and used ethically and transparently.
Ensure that the risks of data mis-management are fully understood and mitigated across your organisation (ie. captured and considered in your organisation’s risk register)
Transform:
Make sure that the data you need to do your job is readily available and can be accessed quickly in the event of a crisis.
Consider publishing public-facing, data-driven dashboards – showing your organisation’s performance across key metrics.
Make data protection an integral part of your risk register and your crisis management response.
Ensure that people in the business understand the company’s responsibilities, processes and commitments concerning data.
Address any skills gaps.
Advocate:
Provide a strategy to communicate to your audience why your company takes CDR seriously and the measures to ensure these principles are upheld.
Be transparent about company policy concerning data, especially what your organisation is/ is not prepared to share and how it will do so safely.
With the requisite infrastructure, skills and plans in place, you can be confident in your ability to communicate your organisation’s use of data openly and positively, both for growth and in times of crisis. As a communication strategist, being an expert in your organisation’s data policy and practice will enable you to protect and enhance its reputation.
Allegory has been working in this field for nearly ten years and is passionate about best practice in communicating about and with data. Please get in touch if you would like to find out more about our data governance workshops for communication and marketing professionals. Our mission is to use our expertise and our network to help organisations embrace data for positive change and the greater good.
The public is broadly supportive of the application of data and technology during COVID-19 but governance and transparency are critical to trust.
Public attitudes towards data and technology have significantly shifted during the COVID-19 crisis thanks to tools aimed at suppressing the virus and coping with its effects.
Data-driven technology has been used effectively in response to the pandemic and to mitigate the impact of lockdown.
The CDEI has explored the application of data and technology during the pandemic and documented them in a repository. It also conducted a longitudinal survey of public opinion among 12,000 individuals between June and December 2020.
The report records a broad range of applications including contact tracing and an algorithm to determine qualifications in the absence of exams.
Other innovative applications include drones used to deliver medical supplies in remote regions and the creation of health equipment databases to monitor the availability of assets in the NHS.
The CDEI report suggests that the use of digital technology has increased since the start of COVID-19. It suggests that this trend is likely to continue the long-term, pointing to changing attitudes resulting from the benefit observed during the crisis.
Awareness of technology and adoption during COVID-19
Almost three-quarters (72%) of the UK population believe that digital technology has the potential to be used in response to the COVID-19 outbreak. It’s a view that is consistent across all demographic groups and regions.
However not everyone thinks that the full potential of data and technology is being realised. Fewer than half (42%) believe that digital technology is making the situation in the UK better, and 39% said they thought the technology is not being used properly.
Governance and transparency critical to public trust
Governance and transparency are the primary concern of the public in ensuring trust in data and technology. Almost a quarter of the public (24%) do not believe that the right rules and regulations are in place to ensure that digital technology is used responsibly in the UK’s COVID-19 response. This is largely consistent across age, region, and gender.
More than two in five people (43%) believe regulation is appropriate. 39% of younger people would know where to raise these complaints if governance was failing. This falls to 14% for older people.
Media coverage of data increased during COVID-19
Social media has seen a boom during the pandemic however when it comes to news consumption, traditional news sources remain the dominant source. Media coverage of artificial intelligence (AI) and data-driven technologies is contributing to public discourse and adoption.
According to the CDEI report there has been a 54% year-on-year increase in the number of articles in UK newspapers reporting on topics such as AI, algorithms, and data. The increase is driven by the pandemic notably among tabloid media.
CDEI is an independent expert committee, led by a board of specialists, set up and tasked by the UK government to investigate and advise on how we maximise the benefits of data-driven technologies.
Are communications professionals prepared for a data breach?
During last week’s keynote speech at the DataComms conference, our CEO Emma Thwaites polled the 200 or so communications professionals in attendance, on how prepared they were to respond to a major crisis situation involving data e.g a data breach.
Only 12% of the audience felt they were very prepared, with almost a third saying they were unprepared.
Why this is a problem
Recent analysis has shown fines imposed by EU authorities under GDPR have increased by 40% in the past year, which tells us:
1. Businesses are being held publicly and financially accountable with increasing frequency
2. Corporate communications teams have another reputational risk to worry about
Like any crisis communications plan, having a good understanding of the risks, mitigating these risks, and being able to respond quickly is key. But as our mini poll suggests, if almost a third of senior communications professionals feel unprepared to deal with these issues, many businesses could be at risk of reputational harm.
All businesses aren’t created equal
For organisations with deep pockets, monopolistic positions and loyal users (i.e ‘big tech’), the financial and reputational damage of a GDPR fine is likely to have less of an impact, for now, compared with other sectors.
Where we see a bigger problem in the short term is in sectors with high levels of competition, where consumers can more easily switch to rival brands without compromising on quality, price, choice or time already invested. Businesses that heavily rely on data and AI, e.g supermarkets, insurance providers or banks, face the highest risk, but it could equally include many smaller businesses too.
Customers, users and investors are becoming much wiser when it comes to Corporate Digital Responsibility (CDR) – that is, how seriously an organisation takes its responsibility to use and develop data and AI in ways that are safe, trustworthy, ethical and wise. As awareness of CDR grows, so does the likelihood that people will vote with their feet and their wallets when businesses get it wrong.
Here’s a thought: Just as Skyscanner now highlights CO2 emissions of certain routes to help travellers make more eco-friendly choices, what if we also had a CDR score when it comes to renewing our car insurance, or choosing who to bank with?
What can communications professionals do?
Corporate communications teams work as the enhancer and protector of the company’s reputation. Understanding data and AI, and the potential reputational risks when things go wrong is now very much part of the role. As a starting point for any comms professional thinking about these issues, we’d suggest:
High quality thought leadership enables organisations to build their profile, credibility and reputation.
So what exactly is thought leadership?
Thought leadership is the demonstration and communication of original or expert knowledge, that can be delivered across a wide range of owned and earned channels, or at speaking opportunities.
For organisations, it can be a highly effective business development strategy that elevates them above competitors. This can help them attract the best talent, generate leads, and secure investment. Businesses with strong thought leadership programmes can also command a higher premium for their services or products.
Thought leaders give organisations a human voice that can deliver a message directly to target audiences. The human connection makes this type of marketing potentially more powerful than any other type of advertising or marketing output.
How communication agencies can help organisations with thought leadership campaigns
Implementing thought leadership campaigns is one of the most effective ways that communication agencies, such as Allegory, can raise the profile of our clients.
We work with senior leadership and subject matter experts within our client’s organisations to develop thought leadership content, and then use our extensive relationships in the press to secure media coverage.
As an experienced communications agency, we can manage the entire process, from planning through to delivery. This often includes: drafting of topics to pre-pitch to journalists to assess their levels of interest; interviewing subject matter experts; ghost-writing or copy editing; then pitching the final story to journalists.
Since 2012, Allegory has been helping businesses grow through thousands of pieces of thought leadership coverage in the press and at speaking engagements.
We have a team of seasoned experts who have helped to build the reputations of our clients, by using the expertise and knowledge that already exists within their organisations.
How we can help you secure top tier media coverage
Finding relevance to the news agenda (through media monitoring and horizon scanning) is crucial in identifying the best opportunities. But having the agility to respond in time is the key to securing top tier coverage.
During the Covid-19 pandemic, we worked closely withThe Open Data Institute, to place several high profile thought leadership pieces. The pieces related to the outbreak and subsequent data issues around privacy and tracking that have arisen. Our speed in pivoting to the current news agenda helped us secure coverage inThe Telegraph, Guardian, Financial Times,and theBBC.
Should everyone be doing it?
Thought leadership is as important for younger brands wishing to build their reputation, as it is for more established brands looking to explore new sectors and industries. When the Allegory team is developing a thought leadership campaign for our clients, these are some of the questions that we would try to answer:
How can thought leadership support the goals of their organisation?
What new or unique knowledge can they bring to the conversation?
Is there anyone else already ‘thought leading’ in this space? If they are, then could a collaboration on content have more impact with their target audiences (who are likely to be similar)?
Are they justified in positioning themselves as a ‘thought leader’ in this sector?
Are they aiming for a national audience, or are they trying to target a specific audience, for example through trade publications?
Who actually has the thought leading view? In other words, who gets the byline for the piece?
You can find out more about the organisations that we have helped through media relations and thought leadership campaigns, here.
If you want to explore how a thought leadership campaign could benefit your organisation, please get in contact with our business development manager, Simon Davies.
Navigating today’s competitive news environment is a daily challenge for many PR pros. Journalists are increasingly busy and receive thousands of emails from PRs trying to pitch stories, often in quite clumsy ways! Cast a glance at the social media feeds of many a frustrated journalist to find a myriad of stories about how PRs get it wrong! So PR professionals need to intelligently seize opportunities to showcase an organisation or individual’s expert view on the news of the day. That’s what reactive media relations is about.
Equally important as the proactive approach to media relations, reactive media relations (or reactive PR as it is also known) gives organisations the opportunity to display proficiency and thought leadership in a wide range of issues. Media monitoring is key to this exercise, as it is what allows PR practitioners to identify key stories where their organisation has something of value to say – the end goal being to position the organisation as a highly respected and knowledgeable expert on a variety of issues. There are different ways to respond to a piece of news, and here are three of the most effective.
Reactive comment
Reactive comment is a core part of the reactive media toolkit. It is about responding to relevant news stories with pre-defined messaging, to raise awareness of an organisation’s work and communicate a robust position. This requires access to multiple spokespeople who can respond quickly to an identified piece of news. Comment is ideally signed off and shared with the press within one to two hours to stand the best chance of inclusion. Comments that don’t make the cut can be used for letters and subsequent outreach. No content should get lost!
Statements
Statements are used in a similar fashion to comment, but seek to extend the news story, offering a pertinent or urgent insight, correction or evolution of a news story. These should be shared with the press the same day if possible and aim to generate next-day coverage. Although they fall under the category of the reactive media toolkit, in some instances journalists would go directly to a specific organisation for an expert view. Unfortunately, that doesn’t happen all the time, it is therefore important that PR pros be proactive in identifying suitable statement opportunities for their clients so that they become top of mind for journalists. Long term, the organisation will be recognised as a highly respected leader in a specific realm and journalists will inevitably contact them to get their perspective on issues.
Letters
Letters are an often overlooked tactic to get a point across. Inclusion is far from guaranteed, but if responding to an interesting story, making a strong rebuttal or concurring argument, they stand the strongest chance of being included when from a business or from a well-known individual. As with other reactive media relations assets, they have the potential to put an organisation on the radar and help them demonstrate their expertise.
How a media relations agency can help with reactive PR
Although there is no such thing as guaranteed coverage, leaning on a robust media relations strategy yields great results. Using a strong approach to media relations, Allegory has succeeded in helping our clients’ work and message get the attention they deserve in the media and across complex networks of stakeholders.
