At the start of the coronavirus crisis we saw an abundance of stories about communities coming together to support each other in extraordinary circumstances. Six months on, has that sense of unity lasted? New Message House research digs into the data.
What makes a good message?
Lockdown's Local Boost
If you fancy going out over the summer, you might be wise to book your local restaurant table, UK holiday and trip to the hairdressers now.
Who knows when and how the lockdown will be lifted, but if it comes in the next few weeks, local hospitality services, holiday resorts and personal groomers are going to be busy, according to our latest Message House research.
Applause for Business? What our latest research says about public attitudes towards business and brands
Adapting Corporate Communications to the New Normal
Corona Comms: Communicating responsibly in our 'New Normal'
What's in a name?
CEOs: Lose the agile-speak if you want to deliver change
Lots of organisations have been swept up in the fascination with agility, rushing to restructure their teams and transform how they work. My issue is not with the theory of agility. Many organisations desperately need to change how they work, to reduce silos, and to be able to respond more directly to their customer needs.
My concern is with the language used to promote agility in businesses. Advocates of agile thinking are undermining the very idea they seek to promote by spouting business jargon that often isn’t credible with employees, is seen as code for cutbacks and fails to explain the real employee benefits of agile working.
