The full-service communications agency – and the generalist communicator – face a number of challenges.
The communications landscape
Media complexity: it goes without saying that channel proliferation, low barriers to entry and information overload conspire to make reach, engagement and persuasion more difficult.
Evolving service offering: media complexity, coupled with the continuing commoditisation or insourcing of previously lucrative activities (from monitoring a few years back to the likes of community management now) means that the service offering needs to constantly adapt and expand.
The nature of opinion formation: communications alone cannot dictate opinion formation (which then shapes reputation, purchasing decisions etc.) Peer recommendations matter, so product quality needs to be optimal, obviously. In addition, an organisation’s behaviour can dictate opinion, and communicators are often powerless to affect areas that shape it, like culture, leadership, structure and business model, either because they don’t have the skill-set or a seat at the right table (usually both).
Specialisms: scores of agencies specialise in individual elements of the communications landscape; their ability to focus means they’ll invariably be best at what they do. Do-all agencies and generalists struggle, given the sheer number of specialisms. In the “beyond communications” space, dedicated digital transformation and change management players, as well as professional services companies moving into the intersection of their traditional offering and communications, present a real threat.
Enduring paradigms: in my previous stomping ground, Brussels, the government relations paradigm was seemingly shatterproof; in London, media relations still rules the roost (get a headline in a paper and self-satisfied back-patting ensues). Unless an organisation truly commits to specialising, focusing on a single component of the communications suite is too narrow given the intricacies of modern-day communications.
Measurement as an afterthought: the metrics for success in PR/PA used to be basic, not much beyond a story in a target publication (PR) or a meeting with a decision-maker (PA), for instance. Now, organisations demand measurement set against real business objectives. Despite some improvement and all manner of models, sophisticated measurement is not yet the norm.
Low bar-setting in execution: possibly due to the simplicity of traditional outputs of communications e.g. the press release, communicators too often fail to raise the bar for elements of our work where the output itself needs to be exceptional e.g. gorgeous creative or highly insightful research.
Rudimentary approach to assessing opinion formation: as a follow-up to the previous point, communicators too frequently fail to adopt a methodical approach to assessing what makes people tick (what makes them support a cause, make a purchasing decision etc.) Pollsters and market researchers have been doing it for decades, yet communicators in the PR/PA space have bizarrely neglected it.
So what do we – agencies, generalist communicators – do about it?
The obvious: hire specialists and pick up tricks from other disciplines (marketing, political campaigning, management consulting etc.)
Genuine commitment to partnering: this should already be rife, especially within the giant marketing and communications conglomerates where scores of agencies supposedly share their specialisms and guarantee economies of scale, but it’s not ubiquitous yet. No surprise, given that the prevalent business model still favours keeping work in-house.
Eradicate the junior generalist: not literally, but a young communicator who isn’t specialising in a particular discipline of communications is an anachronism, given the complexities described above. Assuming they’re talented, experienced counsellors can still be generalists, as their role should centre on translating business problems into strategy. So knowing what the smorgasbord of specialties without actually being an expert in any of them can suffice. But what good is an inexperienced junior whose role is to execute, when they’re expected to do so across multiple disciplines, none of which they’ll ever master.
Phase out the alpha fixer: too many experienced communicators belong to the school of the alpha fixer – confident, with a quick and irrefutable answer to every concern. Given the complexities of the communications landscape, the alpha fixer cannot know it all, and should change tact. Their role should be to ask the right questions, translate business problems into strategy, then point to the experts within specialisms.