However, this same level of consistent scrutiny and public commentary has not extended to communications campaigns – be it media relations, investor relations, business-to-business communications, community relations, promotions or other typical PR activities.
More frequent and objective commentary upon actual communications campaigns will contribute to raising the bar in the industry. We recognise that such campaigns are difficult to explore. They are not as overt as advertising. They build over longer periods and their impact is diffuse.
Yet a more in-depth look at communications campaigns is crucial for a future wellspring in the industry. We should scrutinise what worked, how it worked and why. Still other issues such as scope for innovation, client relationships, considerations of risk to reputation and brand, measurability and business impact should be held under the microscope.
Aside from raising the standard of campaigns, open forum commentary also helps educate the client base. In turn, it encourages higher investment and higher risk-taking. It creates the signposts that help clients motivate cutting edge and effective campaigns.
This is especially true when exploring the limitations of campaigns and those that fail to hit their mark. This must happen more often and in a wider array of forums than the few pockets of case studies that receive exposure at the moment.
Finding a solution that constantly raises the performance of the industry is a dual-sided challenge. In addition to co-operative industry benchmarking, the central pillars that support the communications department must be built around it. Both experience and observation of the workings of such departments suggests there are a few areas that stymie their effectiveness.
The structure of departments is often designed for 'old-style' PR, in which the communications department was merely a channel for the organisation.
It does not focus on an interactive relationship between the market and the organisation and is not geared to gathering market knowledge. This restricts the ability of communications people to contribute to business strategy and to create interventions that best achieves the business objectives at a given time.
Therefore, companies need to re-align the structure of the communications department to suit the new functionality required.
As an adjunct to this, the communications department does not work within a solid organisational framework. There is a lack of good policies and sound systems. Whilst these elements do not in themselves make for an excellent communications campaign, they ensure a more structured environment and one in which interaction with the department has clear parameters and objectives. It is a solid foundation that consolidates the position of the department and allows them to speak from a common frame of reference.
There is some focus on technical skills in the industry such as writing and presentation skills but there is no formal focus on the acquisition of business skills, market knowledge and life skills. This is core to becoming a value-added strategic partner. Therefore, many departments still fail to position themselves at the optimal level within the organisation.
Whilst some – mostly individuals as opposed to departments - have made great strides in positioning themselves as strategic partners, these are the exceptions. Within the broader industry, both in the private and public sectors, communications people express a sense of disempowerment – usually couched in a "can't do" phrase such as: "we don't have the capacity, the internal support, the budget, the resources, etc".
The communications industry has experienced a massive growth curve over the past decade. The time is ripe for the industry to consolidate itself by capitalising on the opportunities that growth has presented.
It is important to broaden the pockets of knowledge and excellence that exist within the industry. Likewise, it is important to create a parity of skills between communications practitioners – be they from the public sector, corporate companies or consultancies. Lastly, it is important to strengthen the framework that supports departments.
A concerted effort to strategically position themselves, supported by the above, will go a long way to raising the credibility and profile of departments.
Ultimately, the pinnacle and final judgement of all this work rests in the ability to create and implement brilliant tactics. Hence, a call to clients and the industry to make campaigns available for interactive review.
And, of course, also a call to commentators to pay greater attention to communications campaigns that wield significant influence within the business and political environment.
This exposure can only create higher benchmarks for the industry. Moreover, it should speed up the learning curve and hone the instincts of the up-and-coming talent that the industry so badly needs.
Firefly Consulting
Ulaysha Sukhu is Managing Director of Firefly Consulting, which specialises in the design of communications and marketing departments to maximise performance. Clients have included government departments, parastatals, corporates and SME's. Cell: 27 83 229 6410.
