24052017

Back Eşti aici:Home Dezbateri Dezbateri actuale Inovatie in PR Jeremy Galbraith, Burson-Marsteller: By monitoring and analyzing communication trends we are more prepared for how rapidly change can happen

Jeremy Galbraith, Burson-Marsteller: By monitoring and analyzing communication trends we are more prepared for how rapidly change can happen

jeremy galbraithNo-one can accurately predict the future, but at least by constantly monitoring and analyzing communication trends we are more prepared for how rapidly and radically change can happen. (Jeremy Galbraith)

How do you define innovation in the PR industry?

For me there are two key drivers of innovation in the industry:

1)    Exponential technological progress
Access to the internet, the rise of social media and growth of mobile have radically transformed the industry landscape in recent years. In a short period of time we will see wearable technologies becoming mainstream, which in turn will offer yet more consumption platforms.

2)    Greater cross-industry integration

As different disciplines come together in a more seamless way, new ways of working and new offerings will inevitably evolve out of this more collaborative universe.

These drivers require creative and agile solutions that can be applied across these constantly evolving communication channels.

PR agencies create innovative products for clients, but their modes of operation are standard and somehow outdated.  So what’s holding agencies back from innovative and risk-taking structural decisions?

I don’t think it’s possible to generalize in this way, as the industry is made up of many different organizational structures: large global companies with holding companies, startups and local players, etc. This shouldn’t and doesn’t preclude them from being innovative and we certainly see ourselves as innovators at Burson-Marsteller.

Usual titles like ‘Senior Account Manager’ and ‘Director’ are becoming less and less adequate at defining someone’s true job. How do you see the agency of the future regarding these roles?

While I agree that titles are not what clients are focused on as they are looking for creative, strategic, bright people who bring them ideas and implement them; nevertheless, internally, those titles are important for people to be motivated and for them to develop their careers.

In which areas are you seeing the most concrete industry innovation?

These are the 10 global communication trends I have identified for 2014:
http://burson-marsteller.eu/2014/02/10-global-communication-trends-in-2014/

Do you think that PR industry attract enough doers with entrepreneurial skills?

Entrepreneurial skills are as important as client handling ones. It is difficult to find people with both but it is a winning combination which I would certainly like to see more of.

The future is laden with more complex technology and big ideas. Are the agencies ready to take on the next big, unknown thing?

I can’t speak for all agencies on this, but I can say that at Burson-Marsteller we created the Future Perspective Trend Analysis Group to bring futures thinking to all our activities. No-one can accurately predict the future, but at least by constantly monitoring and analysing communication trends we are more prepared for how rapidly and radically change can happen.


Jeremy Galbraith is the Worldwide Vice Chair for Strategy, CEO of Burson-Marsteller Europe, Middle East and Africa, a member of Burson-Marsteller's Global Leadership Team and Chair of the Global Public Affairs practice. He was previously the CEO of Burson-Marsteller in Brussels from 2000 to 2007, having first joined Burson-Marsteller in 1995 to head up the UK Public Affairs Practice. Prior to this he had been Deputy Managing Director of a leading Westminster political consultancy and a Director of its sister company in Brussels. He began his career working in the House of Commons for a senior Conservative member of the Trade and Industry Select Committee. Interview by Dana Oancea. Copyright PR Romania

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