What we need now to reap the fruits of change, is a true managerial culture.

The full assumption of a mentality coupled with an appropriate language, both coherent with today’s managerial culture, are mandatory ‘conditions’ if we -as public relations professionals- are to obtain (and keep!) that legitimate seat at the table of our dominant coalitions. A seat well justified today by the relevant content of the many tasks which we are increasingly called upon to perform by the (private, public and social sector) complex organizations we work for…..

Public Relations and Democracy: an intricate affair

Does the public relations profession hinder or enhance our democratic institutions? This question, proposed a few weeks ago in a debate format at the Annual General Meeting of UK’s Chartered Institute of Public Relations, has been around for a long, long time within our global community (in its professional, research and educative segments). The only possible diplomatic answer, in my view, is….

About the economic impact of the public relations profession on society: the need for a different perspective, as public relations is a labour and not a capital intensive activity…

Until today most efforts in evaluating and measuring the economic impact of public relations in a given country have analysed public relations as an industry where demand and offer are mostly, if not solely, observed in the private sector, and have not looked at public relations as a profession increasingly performed in the public and social sectors of society.

That post enlightement syndrome…

In a recent post about the Bled symposium on the communication of Europe, I referred to that typical syndrome of many of our clients/employers, who are so convinced to be right that if something goes wrong the fault is always to be found in the communication of a specific management policy or decision.

91% of Italians believe that companies do not communicate responsibly. No wonder! Look at these recent research data.

Author: Tony Muzi Falconi As reasons for this, interviewees cite the reporting of facts which are either not true, or confusive, and in any case only opportunistic. Communicators also specifically cite the ‘lack of internal culture in organizations, which produces incoherence between stated values/principles and effective behaviours’.