Before Lucy Kellaway quit the Financial Times to retrain as a teacher, she revelled in ridiculing how companies communicate.
A t the start of September, I had delivered the opening keynote at the excellent Plot19 storytelling conference in Munich. The topic I was asked to address was simple: “Today, can everything be a story?”
Today, the business community and society as a whole are challenged by the palpable rise of populism – fed by fears and frustrations over inequalities, disadvantage, mistrust of elites and their seeming lack of action on the issues that matter.
For years, communication specialists working in corporations have been advised to avoid open conflict, let alone create one.
Communication and marketing at Tieto have a key role in driving growth for the company; members of the communication team are active ambassadors for change and corporate culture.
The values we ascribe to words determine how we communicate our messages and debate our positions.
The communications industry is rightly obsessed with demonstrating the value of its work, but the conversation has typically centred around measurement and metrics.
The most powerful corporate videos I’ve made, and have seen others make, have created an emotional reaction. They make a connection to the viewer, even though there is a business purpose behind it.
Mergers and acquisitions (M&A) are generally understood to bring about an improved market position, an increased corporate footprint or superior product offering.