This document provides an agenda and overview for a conference on future-proofing the PR profession. The conference will explore routes to PR careers, future PR team structures, educating future PR professionals, leadership, and advocating for the importance of PR. It outlines the schedule of speakers and topics they will cover. Breakout sessions will allow for discussion and Q&A. The goal is to help make the PR profession adaptable to new technologies and ways of reaching audiences.
The document discusses how social learning is becoming the future of workplace learning. It is driven by employees increasingly learning through informal social interactions using consumer technologies. This represents a fundamental shift away from formal training. For learning and development to be effective, it needs to embrace this social learning by supporting knowledge sharing, networking, and autonomy rather than trying to control or ban informal learning activities. Success will be measured by improved performance rather than traditional learning metrics.
Center for Digital Communication, Commerce & Culturecd3c
The document discusses the rationale and elements for creating a new Center for Digital Communication, Commerce, and Culture (CD3C) at the University of Baltimore. The CD3C would include programs, curriculum consulting, and initiatives to prepare students and faculty for the digital age. It would also house the GoodAgency for applying knowledge to practice through consulting, research, and outreach. A CD3C Institute would offer training, curriculum, and consulting to businesses, non-profits, and the public sector. The CD3C would be a self-funding collaboration across various schools and departments at UB.
Summary of the Portico CoP meeting in Ghent, 2013Erfgoed 2.0
The Community of Practice meeting in Ghent included many presentations on innovative approaches to heritage interpretation, from using games and multimedia to traditional signage. Attendees discussed challenges like developing a sustainable network to share knowledge and visions of the future. The main finding was that while technology is important, engaging visitors and connecting stories to artifacts is more essential for heritage communication.
By: John Seely Brown
Presented: OpenLearn2007 30-31 October 2007
More: http://kn.open.ac.uk/public/document.cfm?docid=10605
Video/audio: http://stadium.open.ac.uk/stadia/preview.php?whichevent=1063&s=31
This document discusses the evolution of knowledge workers and knowledge management. Knowledge management 1.0 focused too heavily on rigid processes, tools and centralized control. However, knowledge management 2.0 focuses more on people, encourages collaboration, shares information freely and allows knowledge work to occur anywhere. For knowledge workers to thrive, organizations need a culture shift where information is openly shared, risk-taking is celebrated and knowledge work is not confined within strict boundaries.
Enterprise 2.0 - Efficient Collaboration and Knowledge ExchangeAcando Consulting
How to enable dispersed teams to coordinate their actions to achieve their goals and how to enable an organization to harness its collective intelligence - with the use of social software and principles of social media.
How to design a modern Marketing and Communications department in an agile ma...Paul Cowan
Marketing departments still remain in an old, hierarchical structure with a massive reliance on agencies and vendors to do much of the brand positioning and communications work. This model is inefficient, outdated and removes the IP from the ownership of the company. This document reveal the 3 key issues that are forcing change on how marketing organizations structure and deploy, with a recommended structure and people required in the modern marketing world.
The document discusses how social learning is becoming the future of workplace learning. It is driven by employees increasingly learning through informal social interactions using consumer technologies. This represents a fundamental shift away from formal training. For learning and development to be effective, it needs to embrace this social learning by supporting knowledge sharing, networking, and autonomy rather than trying to control or ban informal learning activities. Success will be measured by improved performance rather than traditional learning metrics.
Center for Digital Communication, Commerce & Culturecd3c
The document discusses the rationale and elements for creating a new Center for Digital Communication, Commerce, and Culture (CD3C) at the University of Baltimore. The CD3C would include programs, curriculum consulting, and initiatives to prepare students and faculty for the digital age. It would also house the GoodAgency for applying knowledge to practice through consulting, research, and outreach. A CD3C Institute would offer training, curriculum, and consulting to businesses, non-profits, and the public sector. The CD3C would be a self-funding collaboration across various schools and departments at UB.
Summary of the Portico CoP meeting in Ghent, 2013Erfgoed 2.0
The Community of Practice meeting in Ghent included many presentations on innovative approaches to heritage interpretation, from using games and multimedia to traditional signage. Attendees discussed challenges like developing a sustainable network to share knowledge and visions of the future. The main finding was that while technology is important, engaging visitors and connecting stories to artifacts is more essential for heritage communication.
By: John Seely Brown
Presented: OpenLearn2007 30-31 October 2007
More: http://kn.open.ac.uk/public/document.cfm?docid=10605
Video/audio: http://stadium.open.ac.uk/stadia/preview.php?whichevent=1063&s=31
This document discusses the evolution of knowledge workers and knowledge management. Knowledge management 1.0 focused too heavily on rigid processes, tools and centralized control. However, knowledge management 2.0 focuses more on people, encourages collaboration, shares information freely and allows knowledge work to occur anywhere. For knowledge workers to thrive, organizations need a culture shift where information is openly shared, risk-taking is celebrated and knowledge work is not confined within strict boundaries.
Enterprise 2.0 - Efficient Collaboration and Knowledge ExchangeAcando Consulting
How to enable dispersed teams to coordinate their actions to achieve their goals and how to enable an organization to harness its collective intelligence - with the use of social software and principles of social media.
How to design a modern Marketing and Communications department in an agile ma...Paul Cowan
Marketing departments still remain in an old, hierarchical structure with a massive reliance on agencies and vendors to do much of the brand positioning and communications work. This model is inefficient, outdated and removes the IP from the ownership of the company. This document reveal the 3 key issues that are forcing change on how marketing organizations structure and deploy, with a recommended structure and people required in the modern marketing world.
This document discusses online identity and employability. It summarizes Lisa Harris' background and areas of teaching expertise. The plan is outlined covering disruptive innovation, social media's role, and digital literacy including online safety and building a professional profile. Southampton projects are mentioned around curriculum innovation, student digital champions, and MOOCs. The rest of the document provides guidance on developing an online presence, digital literacy, evaluating one's online profile, and how employers are using social media in hiring.
Digital Marketing Masterclass - Alastair BanksHanna Mepstead
The document provides information about a digital marketing masterclass. It includes an agenda for the masterclass which covers topics like the digital landscape, personal branding, exercises for using digital tools to promote a research project, and a question and answer session. The masterclass aims to review the latest digital marketing tools, techniques, and platforms and give attendees hands-on practice using them.
This document discusses building a professional digital profile and developing digital literacy skills. It emphasizes that a standard CV is no longer sufficient, and that job seekers should recognize building an online personal brand through social media is now critical for career development. It provides tips for curating an online presence that actively promotes one's skills and positively influences potential employers. Developing digital literacy involves skills like effectively managing, evaluating, and communicating information online to showcase knowledge and stand out among peers.
Curating an Effective Digital Research Presence - Nicola Osborne, EDINANicola Osborne
This document provides guidance on curating an effective digital research footprint. It discusses starting with defining goals and intended impacts. Understanding target audiences and their preferences is key. Social media can help make work more visible and build networks. The document recommends starting small, being pragmatic about time and skills, and provides examples of digital strategies used, including maintaining websites, engaging on social platforms, open publishing, and public events. Overall it emphasizes focusing content, knowing audiences, amplifying existing work, and measuring impacts.
The document discusses accelerating knowledge transfer at scale through a case study of the Growth Network community. It describes how the community grew rapidly from several hundred to over a thousand members. This posed challenges around maintaining quality knowledge sharing and engagement as the community expanded. To address this, the Growth Network implemented several strategies, including multidimensional onboarding, listening tours, shifting to topic-based groupings, introducing foundational content, developing ambassador and peer-led groups, and focusing on members' whole-person needs. The results were a suite of executive-led groups, advisory councils, a hybrid conference model, and recurring wellness programs, allowing knowledge to scale across the larger community.
The document outlines the agenda for the Digital Academy event taking place on June 16th, 2016 at the Harvard Faculty Club. The event will focus on campus collaboration and digital strategies. The day-long event will include an opening remarks, four keynote presentations on various digital topics, and a closing reception. Presentation topics include how digital communications can support multimedia producers, how to sell UX to leadership, Harvard executives' views on digital strategy, and making digital content accessible to all. Attendees are encouraged to join the conversation on Twitter using the hashtag #DigCollab.
Community management for instructors Langara College 2015Anyssa Jane
This course will assist you to update your professional skills and profiles on social media though instruction about social platforms, profiles and and community building.
This workshop is hands on today between 9:30 to 4 PM at the Langara Campus in Vancouver, British Columbia, Canada.
You will leave with professional looking profiles and the confidence to use them in a safe, productive manner.
The extended goal is to leave instructors with tools to efficiently communicate online in social spaces, expand your influence, improve outreach and connect to similar communities in your profession.
This document outlines a social media strategy framework and guidelines for blogging to improve the visibility and image of the Productivity and Vocational Training Department (PVTD) in Egypt. It discusses analyzing PVTD's target audience and objectives, developing content for social media channels, monitoring data and engagement, and refining the strategy based on results. It also describes an activity where participants outlined steps to help PVTD better communicate and interact through social media by 2018.
Research in current scenario -sgd-adamf-20-apr-2018Sanjeev Deshmukh
Current research is driven by huge developments due to internet and digital disruptions. Democratization of education has opened up new vistas for doing research. It is essential to remain visible.
Building a professional digital profileLisa Harris
This document discusses building a professional digital profile and presence online. It notes that employers are increasingly using social media to evaluate candidates and that having an online presence can help one stand out. It recommends that students and job seekers create profiles on platforms like LinkedIn, maintain active social media accounts, develop blogs pulling in their online activities, and focus on developing digital literacy skills that are in high demand by employers. Maintaining an appropriate online presence requires long-term strategy and giving value to others through sharing and collaboration.
This document discusses how digital technologies are changing the future of work and the skills needed to succeed. It explores emerging jobs, the importance of developing digital literacies and maintaining an active digital profile. Examples are given of new roles involving coaching, caring and connecting that combine human input with technology. The document emphasizes that developing a customized digital footprint through blogging and social media can boost one's reputation, skills and career opportunities in the long run.
CPD is for life: opportunities within and outside the LIS sectorCILIP Ireland
This document summarizes a presentation given by Jane Burns on continuing professional development (CPD) for students and new professionals. The presentation covered various types of CPD including formal education, professional development, on-the-job learning, and serendipitous experiences. Burns emphasized investing in yourself through CPD, getting involved in professional organizations, using social media to build connections, and being open to new opportunities and emergent roles in the field.
Why, and how to translate your research for a non-academic audience. Aimed at post doc researchers at La Trobe University thinking about a public profile. References tools only available to La Trobe staff.
The open academic: Why and how business academics should use social media to ...Ian McCarthy
Abstract: The mission of many business schools and their researchers is to produce research that that impacts how business leaders, entrepreneurs, managers, and innovators, think and act. However, this mission remains an elusive ideal for many business school academics because they struggle to design and produce research capable of overcoming the "research-practice gap." To help those scholars address this gap, we explain why and how they should use social media to be more 'open' to connecting with, learning from, and working with academics and other stakeholders outside of their field. We describe how social media can be used as a boundary-spanning technology to help bridge the research-practice gap. To do this, we present a process model of five research activities: networking, framing, investigating, dissemination, and assessment. Using recently published research as an illustrative example, we describe how social media was used to make each activity more open. We conclude with a framework of different social media-enabled open academic approaches (connector, observer, promoter, and influencer) and some dos and don'ts for engaging in each approach. This paper aims to help business academics rethink and change their practices so that our profession is more widely regarded for how its research positively impacts practice and societal well-being more generally.
Today research visibility is very important in an otherwise crowded digital environment. Here the concept of visibility generated and visibility earned is explained.
Day 1 - Training Workshop on Packaging Research Outputs and Development of Ge...lucilledagpin
DAY 1 - Training Workshop on Packaging Research Outputs and Development of Gender-Responsive Communication Materials, presented to the faculty, staff and students of the College of Agriculture and Related Sciences, University of Southeastern Philippines; Nov 18-19, 2021
This article discusses data visualization in market research and reactions to it, which range from enthusiasm to skepticism. It advocates that data visualization is most effective when it is thoughtfully designed through a process involving analysis, design, and storytelling skills from different specialists working as a team. When done well, data visualization can help avoid "death by data" from tables and allow researchers to incorporate additional context and identify subtle trends. However, tools should be selected based on the needs of the intended audience and simple visuals chosen for non-analysts. Interactive integration with live data is important to create a richer experience for users.
Building coherent digital identity with a digital storytellingBeata Jones
The presentation discusses how a digital storytelling ePortfolio can bring coherence to one’s digital identity, showcasing a Digication exemplar portfolio and discussing strategies for structuring an effective digital identity development ePortfolio learning context.
The document discusses how the digital revolution will disrupt many industries and organizations that do not adapt. It makes the following key points:
- The changes from digital technologies so far are small compared to what is coming in the next few years. 40% of today's large companies may not exist in 10 years.
- Many industries are at risk of disruption, including higher education, tourism, retailing, business services, construction, and more. Companies must transform their business models to adapt.
- While some progress has been made in Scotland, the majority of organizations are unprepared for digital disruption. A major gap exists between current technology use and what is needed.
- All businesses must make digital transformation a priority
Rob Brown, CIPR President Elect, founding chair of the Social Media Panel and managing partner of communications agency Rule 5, was the guest speaker at the CIPR Scotland AGM on 24 March. He shared his insights into the future of digital PR.
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This document discusses online identity and employability. It summarizes Lisa Harris' background and areas of teaching expertise. The plan is outlined covering disruptive innovation, social media's role, and digital literacy including online safety and building a professional profile. Southampton projects are mentioned around curriculum innovation, student digital champions, and MOOCs. The rest of the document provides guidance on developing an online presence, digital literacy, evaluating one's online profile, and how employers are using social media in hiring.
Digital Marketing Masterclass - Alastair BanksHanna Mepstead
The document provides information about a digital marketing masterclass. It includes an agenda for the masterclass which covers topics like the digital landscape, personal branding, exercises for using digital tools to promote a research project, and a question and answer session. The masterclass aims to review the latest digital marketing tools, techniques, and platforms and give attendees hands-on practice using them.
This document discusses building a professional digital profile and developing digital literacy skills. It emphasizes that a standard CV is no longer sufficient, and that job seekers should recognize building an online personal brand through social media is now critical for career development. It provides tips for curating an online presence that actively promotes one's skills and positively influences potential employers. Developing digital literacy involves skills like effectively managing, evaluating, and communicating information online to showcase knowledge and stand out among peers.
Curating an Effective Digital Research Presence - Nicola Osborne, EDINANicola Osborne
This document provides guidance on curating an effective digital research footprint. It discusses starting with defining goals and intended impacts. Understanding target audiences and their preferences is key. Social media can help make work more visible and build networks. The document recommends starting small, being pragmatic about time and skills, and provides examples of digital strategies used, including maintaining websites, engaging on social platforms, open publishing, and public events. Overall it emphasizes focusing content, knowing audiences, amplifying existing work, and measuring impacts.
The document discusses accelerating knowledge transfer at scale through a case study of the Growth Network community. It describes how the community grew rapidly from several hundred to over a thousand members. This posed challenges around maintaining quality knowledge sharing and engagement as the community expanded. To address this, the Growth Network implemented several strategies, including multidimensional onboarding, listening tours, shifting to topic-based groupings, introducing foundational content, developing ambassador and peer-led groups, and focusing on members' whole-person needs. The results were a suite of executive-led groups, advisory councils, a hybrid conference model, and recurring wellness programs, allowing knowledge to scale across the larger community.
The document outlines the agenda for the Digital Academy event taking place on June 16th, 2016 at the Harvard Faculty Club. The event will focus on campus collaboration and digital strategies. The day-long event will include an opening remarks, four keynote presentations on various digital topics, and a closing reception. Presentation topics include how digital communications can support multimedia producers, how to sell UX to leadership, Harvard executives' views on digital strategy, and making digital content accessible to all. Attendees are encouraged to join the conversation on Twitter using the hashtag #DigCollab.
Community management for instructors Langara College 2015Anyssa Jane
This course will assist you to update your professional skills and profiles on social media though instruction about social platforms, profiles and and community building.
This workshop is hands on today between 9:30 to 4 PM at the Langara Campus in Vancouver, British Columbia, Canada.
You will leave with professional looking profiles and the confidence to use them in a safe, productive manner.
The extended goal is to leave instructors with tools to efficiently communicate online in social spaces, expand your influence, improve outreach and connect to similar communities in your profession.
This document outlines a social media strategy framework and guidelines for blogging to improve the visibility and image of the Productivity and Vocational Training Department (PVTD) in Egypt. It discusses analyzing PVTD's target audience and objectives, developing content for social media channels, monitoring data and engagement, and refining the strategy based on results. It also describes an activity where participants outlined steps to help PVTD better communicate and interact through social media by 2018.
Research in current scenario -sgd-adamf-20-apr-2018Sanjeev Deshmukh
Current research is driven by huge developments due to internet and digital disruptions. Democratization of education has opened up new vistas for doing research. It is essential to remain visible.
Building a professional digital profileLisa Harris
This document discusses building a professional digital profile and presence online. It notes that employers are increasingly using social media to evaluate candidates and that having an online presence can help one stand out. It recommends that students and job seekers create profiles on platforms like LinkedIn, maintain active social media accounts, develop blogs pulling in their online activities, and focus on developing digital literacy skills that are in high demand by employers. Maintaining an appropriate online presence requires long-term strategy and giving value to others through sharing and collaboration.
This document discusses how digital technologies are changing the future of work and the skills needed to succeed. It explores emerging jobs, the importance of developing digital literacies and maintaining an active digital profile. Examples are given of new roles involving coaching, caring and connecting that combine human input with technology. The document emphasizes that developing a customized digital footprint through blogging and social media can boost one's reputation, skills and career opportunities in the long run.
CPD is for life: opportunities within and outside the LIS sectorCILIP Ireland
This document summarizes a presentation given by Jane Burns on continuing professional development (CPD) for students and new professionals. The presentation covered various types of CPD including formal education, professional development, on-the-job learning, and serendipitous experiences. Burns emphasized investing in yourself through CPD, getting involved in professional organizations, using social media to build connections, and being open to new opportunities and emergent roles in the field.
Why, and how to translate your research for a non-academic audience. Aimed at post doc researchers at La Trobe University thinking about a public profile. References tools only available to La Trobe staff.
The open academic: Why and how business academics should use social media to ...Ian McCarthy
Abstract: The mission of many business schools and their researchers is to produce research that that impacts how business leaders, entrepreneurs, managers, and innovators, think and act. However, this mission remains an elusive ideal for many business school academics because they struggle to design and produce research capable of overcoming the "research-practice gap." To help those scholars address this gap, we explain why and how they should use social media to be more 'open' to connecting with, learning from, and working with academics and other stakeholders outside of their field. We describe how social media can be used as a boundary-spanning technology to help bridge the research-practice gap. To do this, we present a process model of five research activities: networking, framing, investigating, dissemination, and assessment. Using recently published research as an illustrative example, we describe how social media was used to make each activity more open. We conclude with a framework of different social media-enabled open academic approaches (connector, observer, promoter, and influencer) and some dos and don'ts for engaging in each approach. This paper aims to help business academics rethink and change their practices so that our profession is more widely regarded for how its research positively impacts practice and societal well-being more generally.
Today research visibility is very important in an otherwise crowded digital environment. Here the concept of visibility generated and visibility earned is explained.
Day 1 - Training Workshop on Packaging Research Outputs and Development of Ge...lucilledagpin
DAY 1 - Training Workshop on Packaging Research Outputs and Development of Gender-Responsive Communication Materials, presented to the faculty, staff and students of the College of Agriculture and Related Sciences, University of Southeastern Philippines; Nov 18-19, 2021
This article discusses data visualization in market research and reactions to it, which range from enthusiasm to skepticism. It advocates that data visualization is most effective when it is thoughtfully designed through a process involving analysis, design, and storytelling skills from different specialists working as a team. When done well, data visualization can help avoid "death by data" from tables and allow researchers to incorporate additional context and identify subtle trends. However, tools should be selected based on the needs of the intended audience and simple visuals chosen for non-analysts. Interactive integration with live data is important to create a richer experience for users.
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Similar to CIPR Scotland Future PRoofing conference presentations (20)
The document discusses how the digital revolution will disrupt many industries and organizations that do not adapt. It makes the following key points:
- The changes from digital technologies so far are small compared to what is coming in the next few years. 40% of today's large companies may not exist in 10 years.
- Many industries are at risk of disruption, including higher education, tourism, retailing, business services, construction, and more. Companies must transform their business models to adapt.
- While some progress has been made in Scotland, the majority of organizations are unprepared for digital disruption. A major gap exists between current technology use and what is needed.
- All businesses must make digital transformation a priority
Rob Brown, CIPR President Elect, founding chair of the Social Media Panel and managing partner of communications agency Rule 5, was the guest speaker at the CIPR Scotland AGM on 24 March. He shared his insights into the future of digital PR.
The Chair's Report summarizes the activities of the CIPR Scotland Group from 2013 to 2014. Some key points:
- Membership increased to 894 members, with most based in major cities.
- The 10th annual CIPR Scottish PRide Awards saw a record 154 entries. Over 300 people attended the awards ceremony.
- A variety of training and events were held across Scotland, including workshops, conferences, and networking events. Over 75 people attended training workshops.
- Engagement increased through communications like the monthly newsletter and blog. The blog saw a rise in traffic to over 11,000 views.
- Looking ahead, opportunities in 2014 include the Commonwealth Games and Ryder Cup taking place in Scotland
The Chair's report summarizes the activities of CIPR Scotland over the past year. Key points include:
- Membership increased by over 13% to 831 members, exceeding their 10% growth target.
- Events and training were well-attended and added value for members.
- The PRide Awards in Scotland was the largest in the UK in 2012.
- The committee worked hard to engage members, increase membership, and provide worthwhile programs.
- Thanks were given to committee members and CIPR London for their support of CIPR Scotland's activities over the past year.
The new era of work (James Akrigg - Microsoft)CIPR_Scotland
James Akrigg presented on trends impacting the modern office, including the rise of smartphones and social networking, more employees working remotely, and an increased reliance on cloud services. New technologies are enabling device innovation, dynamic workplaces with flexible spaces and virtual meetings, digital content creation and sharing, and hybrid cloud models. These trends are transforming the way people work today and in the future.
The document discusses building online communities and provides guidance on creating an effective online community presence. It recommends that online communities focus on being people-centered rather than tech-focused by making them easy to find, understand, and engage with. It also advises shifting the focus from audience size to engaging individuals and from passive to active participation. The document outlines an "active circle" process for organizing, connecting, supporting, targeting, enhancing, and interacting with the community. It stresses the importance of constantly testing and refining the online community.
This document discusses how public relations professionals can use web analytics to prove the value of PR. It recommends using free tools from Google like Google Trends, Google Keyword Tool, Google Consumer Barometer, and Google Analytics to gain insights from search and consumer data. Google Analytics specifically is highlighted as it can track direct and indirect contributions of channels like PR and social media to achieving organizational goals through attribution analysis, visitor flow analysis, and isolating individual media coverage. The document advocates relating PR activities to measurable business goals for a more meaningful analysis of PR value.
The document provides an overview of the Scottish Government Communications Directorate. It outlines the directorate's goals of positioning the Scottish administration as a model government that effectively communicates and engages with audiences. It aims to be the top public sector communications team, providing expert advice and support through agile, responsive, and creative work. The document also describes a typical day in the communications team, which involves media monitoring, meetings, briefings, planning, evaluations, and more. It notes the key relationships with policy officials, ministers, special advisers, and media. Events like sudden decisions, natural disasters, or terror attacks can trigger the opening of the government's resilience room.
Scottish Government Communications (PR) DeliveredCIPR_Scotland
Clare Smith is the interim head of PR and marketing at the Scottish Government Communications. The PR industry is at a crossroads where spin is dead and PR must lead discussions on important issues. The document outlines a Scottish Government organ donation campaign from 2011-2012. The objectives were to increase organ donor registrations and generate media coverage. Tactics included appealing to common sense and urgency. Extensive coverage was achieved, including a multi-day feature in The Sun newspaper. Outputs included over 1500 text inquiries and new registrations through PR alone, far exceeding other disciplines. Outcomes included over 2000 total responses, breaking 2 million registrations in Scotland.
Scottish Government Resilience CommunicationsCIPR_Scotland
This document discusses communication strategies for responding to disasters and crises in Scotland. It outlines the Scottish Government's role in providing leadership, reassurance, and support during national emergencies. Examples of past incidents are given, such as Lockerbie, Piper Alpha, and Dunblane. The challenges of communicating during weather events like snow, wind, and flooding are examined. The Scottish Government Resilience team is tasked with strategic direction, coordination, advising ministers, ensuring communication between organizations, and issuing public information and advice.
3. It’s time we looked to future proof our
profession....new 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
4. 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
5. 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
6. ROUTES TO PR
Professor Jacquie L’Etang and Dr. Mandy Powell
talk us through the recent research into senior
PR practitioners in central Scotland
7. 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
8. 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)?
9. 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
10. 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)
11. 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
12. 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
13. 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
14. 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.”
15. 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?
16. 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
17. Storied so far
IPRA Thought Leadership Series:
Wanted: A Community of Practice for Senior Public Relations
Practitioners
http://eresearch.qmu.ac.uk/3358/1/eresearch_3358.pdf
QMU Working Paper Series:
Accessing PR Expertise: methodological considerations
http://eresearch.qmu.ac.uk/3340/1/3340.pdf
18. WHAT THE FUTURE PR TEAM
MIGHT LOOK LIKE
Nick Jones and Lynda Redington talk about their
organisations and their teams – structure and skills
20. 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
21.
22. Social Media BAU
• What is BAU?
• BAU for Visa Europe
• BAU for social media
• Social media strategy
• BAU*
23. BAU for the real world
Not unsettling
or distracting!
24. So is it this…?
Do what you do well and keep going
http://www.keepcalm-o-matic.co.uk/ for all your parodying needs
37. 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
38. 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?
39. Using comms plans to pick the right stuff from
the digital smorgasbord
Create content
Pick channels
Tune timing
Handle interaction
40. 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.
www.attenzi.com
43. Understand how the influencers are measured
http://www.brands2life.exvn.com/docs/Brands2Life_Oriella_Digital_Journalism_Study_The_New_Normal_for_News_Report_2013.pdf
http://www.brands2life.exvn.com/docs/Brands2Life_DJS_2013_GRAPHIC.pdf
44. 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
45. Social media story telling BAU
Get a cat… that can dance
https://www.gov.uk/government/history/10-downing-street#larry-
chief-mouser
58. 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
62. Huge Threat, Huge Opportunity
PR Skill should dominate marketing for the next 10 years
Most PR agencies will go bust
63. FAD OR FOREVER?
• PC & Smartphone
• Social Media
• TV Fragmentation
• Cost Per Reach
• Viewing Behaviour Change
• Trust
• Influencers
• Engagement
64.
65. 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
66. PAID MEDIA = ADVERTISING?
OWNED MEDIA = DIGITAL?
EARNED MEDIA = PR?
67. 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.
68. 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
70. CMO test: Define PR Skill
Reputation Management?
Comms?
Publicity? (in print editorial?)
Spin?
The relationship between a brand
and its publics?
71. 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
72. 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)
73. Strategy, Creativity or Activation?
Activation Areas:
PR (publicity)
Social
UX
Digital Build
Content
Experiential
Design
CSR
POS
DM
Who’s in control?
74. We need to differentiate between Strategy,
Creativity and Activation
Earned Media Strategy
Earned Media Creativity
Influencer ID
PR (publicity)
Social
Experiential
UX
76. 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
77. 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
78. 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!
79. Data
• Metrics are dead, long live data
• Give them a dashboard
• Enable them to crow – easily
80. Educate
• Help clients with their own careers
• Pick your battles
• Be bold and go to the top (if you are ready)
• Save them money
83. 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
84. 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
87. 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
88. Gathering intelligence on the skills demands of
employers:
• Partner insight
• Working with employers & representative bodies
• Skills alert on ourskillsforce.co.uk
• 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
90. • 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
91. 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
92. • 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
93. 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
94. 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?
95. 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 – www.ourskillsforce.co.uk
SDS - CIPR 2014
Supporting employers
101. 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)
102. 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)
103. The real destinations.
• 3x1
• Aura PR
• Weber Shandwick
• Parlez Media
• Pagoda PR
• Edrington
104. 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
107. 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
108. Help, Support and Develop Directors
and provides:
- A range of services & facilities
- Events & Contacts
- Lobbying & Representation
- Professional Development
IoD in Scotland exists to:
110. Boards have to know about –
•Corporate Governance
•Legislation
• Fiduciary behaviour
•Health and Safety
•Bribery
•Compliance
•Commerce
•Industry specific knowledge
111. Boards have to know about –
•Strategy
•Environment
•Social media
•Politics
•Risk
•HR
• Etc., Etc.
and
Now you want to add PR!!!
112. 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
113. 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!
114. Boards should be on top of –
•Reputation
•Image
•Corporate Governance – in practice
•Crisis planning
•Business Continuity
and they need help to do it!
115. 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
116. 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!
117. 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!
118. 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
119. THANK YOU FOR COMING TO
“FUTURE PROOFING” AND FOR
YOUR PARTICIPATION TODAY
LET’S NETWORK!