Archive for the ‘Reputation’ Category

Corporate blogging for the CEO – a missed opportunity?

Friday, March 22nd, 2013 by Jon Clements

How can the busiest person in the company possibly have time for corporate blogging?

The notion that a CEO could metaphorically “put pen to paper” while running a multi-million Euro, Yen, Dollar or pound company is, surely, preposterous.

It is, indeed, just that, if you consider the findings of Weber Shandwick’s report, Socializing your CEO: From (Un)Social to Social, which show that not one CEO in the top 50 firms featured in Fortune Global 500 rankings can be bothered with a blog. The chief executive communications effort is, instead, directed towards online video (40% of CEOs appearing on a company YouTube channel) or by simply having an biography on the website (which ought to be a given).

The finding that CEOs – according to the research – are disengaged from social media channels is no surprise, with fewer on Twitter and even fewer on Google+. The rapid-fire and potentially free-for-all nature of Twitter is going to be a disincentive for someone who simultaneously carries the bulk of reputation responsibility for the organisation while probably having the least time to be firing up Tweetdeck to monitor brand mentions or haranguing hashtags.

But the lack of CEO interest in corporate blogging is, I think, a missed opportunity.

Take the example of former BDO Chief Executive, Jeremy Newman, who was one of the leading exponents of effective corporate blogging.

In this interview – remarkably done nearly four years ago – he spoke of the value to the business of blogging:

“I have people who track the statistics and they tell me it is doing just fine. Now, did we win a new client or get that world class graduate trainee because of the blog? I cannot say but these days, I frequently meet people who say they’ve read the blog. That’s gratifying and means we already have a common connection. At one time it would have been very difficult for me to get an appointment with the CEO/CFO of a FTSE 350, these days it’s easier. Is that because of the blog? I’d like to think it has had a part to play.”

Four years on and the corporate blog has not gone away, despite the lacklustre performance of the top 50 in Weber Shandwick’s research report.

And with more recent developments such as Google Authorship, there is even more reason for experts – and certainly CEOs – to reconsider the value of committing to a regular habit of corporate blogging.

This example of a CEO blog at Chelsea and Westminster Hospital in London, perhaps unexpectedly emanating from the public sector, shows a willingness for the person at the top of the ladder to talk openly and directly to the hospital’s patients, visitors and staff. It combines personal reflections and opinions with a professional insight into healthcare issues which instils confidence in the reader – just what you want and need from the head of a large hospital.

There’s no denying that the CEO’s role is busy already. But the corporate blog may offer the CEO something that other, competing, voices cannot.

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Corporate reputation begets consumer behaviour – Harris Interactive

Monday, February 18th, 2013 by Jon Clements

Another week, and yet another piece of research about the state of corporate reputation at the larger end of the business world.

But Harris Interactive’s latest – and, in fact 14th – Annual Harris Poll RQ Study tells us something both interesting and sobering for the guardians of corporate reputation in organisations worldwide.

The study, conducted with a suitably robust sample size of 19,000 Americans, has found this year that:

  • More than 60 percent of consumers now “pro-actively try to learn more about how a company conducts itself” before they are willing to consider that company’s products or services.

  • [They] proactively engage in conversations with others about what they find out about a company.

  • In 60 percent of cases, decide NOT to do business with a company because of something they learn about that company.

  • Actively try to influence friends and family on whether to do business or not with a company based upon what they have learned about that company’s conduct.

Though buried at the very bottom of Harris Interactive’s press release based on its survey – where the main headline was the relatively unsurprising news that Amazon, Apple, Google and Disney grace the top five of US companies with the best reputations – the consumer trend that Harris has identified is the most startling element.

Harris’ interpretation of the influence of corporate reputation on the consumer continues: “Companies need to evaluate and understand the increasing importance that playing a valuable social role has on reputation, purchase consideration, advocacy and positive word of mouth. This is about a business having a purpose, not just checking the box on social responsibility or sustainability.”

If right, this is the story of not a passive, but active – or, dare it be said, “activist” – consumer; a consumer that is applying Timothy Leary’s 1960s mantra of “Turn on, tune in, drop out” to its consumption habits (though without the need for added psychedelics). In other words, the consumer is listening, watching and taking action in response to the behaviour of business.

Yet, if the consumer has become the righteous crusader that Harris claims, it remains curious why the corporation tax travails of some of the top businesses named above, and the issues Apple faced with its flawed mapping software, has not had a bigger impact on these companies’ reputations.

Nevertheless, companies would be wise to not dismiss the influence their actions – both in their wider relationship with the world as well as their core products and services – have on the attitude of the consumer.

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Corporate reputation put on notice in Edelman Trust Barometer 2013

Wednesday, January 23rd, 2013 by Jon Clements

A crisis of trust in organisational leadership and corporate reputation – nothing less – dominates the latest Edelman Trust Barometer 2013.

And the responsibility of business to rebuild trust and reputation couldn’t be more urgent.

The general population polled across 26 countries showed an average trust level of 49 in government, business, media and NGOs – where the most trusting populace (China) scored 70 and the least (Russia) bottomed out at 30.

But when it came to those trusting the business community less year-on-year, a cumulative 50 per cent cited “fraud, corruption and wrong incentives driving business decisions”; an unholy trinity of unethical slurry if ever there was one.

The banks and financial services, unsurprisingly – as covered widely before on PR Media Blog – bring up the rear among trusted sectors, polling only 50 per cent trust apiece. And nearly 60 per cent of the failings leading to such a poor trust rating for banks lay with the institutions themselves; theoretically within their control; though – seemingly – not practically (Libor fixing and PPI mis-selling, please stand up). As the Brand Builder blog writer, Olivier Blanchard says in his commentary on this year’s Trust Barometer: “Leadership and corporate culture are cited as the primary causes of corporate wrongdoing. (And rightly so.)”

For leaders at the top of their companies, the news doesn’t get much better: while academics, company experts and a “person like you” ranked highest for trustworthiness, CEOs came lowest in the corporate hierarchy. A mere 18 per cent of Edelman’s research sample trust business leaders to “tell the truth, regardless of how complex or unpopular it is”. To paraphrase punk poet, John Cooper Clarke, nobody has a good word for it, but Olivier Blanchard does: “execrable”.

Art can mirror life, and the consequences of a trust-fuelled crisis are played out well in the Danish drama, Borgen, currently lighting up Saturday night television in the UK.

In a recent episode, the character Amir – Climate Minister and Green Party member in a coalition government – who is causing aggravation for the Cabinet by his intransigence to relaxing environmental policies, so scuppering a broader policy agenda – has something of an anti-green skeleton in the cupboard.

The “gas guzzling car imported from Cuba” he owns for the occasional weekend pleasure drive does nothing for his environmental credentials, reputation and ability to instil trust in his motivation to impede the government’s social agenda for the good of the planet.

And his hypocrisy – however innocent – plays directly into the hands of his opponents and the media, labelling him a “big, fat liar”. Ultimately, he ends up, in the words of another character, “cornered” and immersed in the “worst experience of his life” at the hands of the media.

Similarly, companies with dark secrets should take to heart one of the lessons for leaders distilled by Edelman’s Trust Barometer 2013: “Trust is fragile and perceived behaviours are an anchor”.

As communicator and blogger, Neville Hobson, opines in his summary, “Edelman’s latest research adds a significant layer of credibility to the broad premise that the system really is broken and does need fixing.”

Here’s the full study from Edelman:


 

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Leading the ethical charge in financial services

Wednesday, January 16th, 2013 by Duncan Minty

There are many steps that a firm working in financial services can take to build up a culture that respects ethical behaviours, but there’s only one that acts as the keystone holding all the others in place. That keystone is the ‘tone from the top’: in other words, how the firm’s leadership sets, supports and acts upon, the right behaviours that will embed an ethical culture across their firm.

Many of those ‘tone from the top’ decisions will be made in boardrooms, where priorities are set, performances monitored and challenges assessed. Yet it will undoubtedly fail as the keystone of a firm’s ethical culture unless such decisions are brought to the attention of audiences such as employees, suppliers and business partners. Executives need to not only make the right decision, but be seen to make the right decision.

There can however be a temptation to reinforce the positive nature of ‘doing the right thing’ with lots of positive messages about how the firm’s leadership is doing to deliver it. Resist that temptation, for ethical decisions are often tricky and sometimes messy. By all means make sure your staff know of your commitment to paying suppliers on time, but equally, make sure they know when you’ve dismissed a key member of staff for inappropriate behaviour, or when you’re right behind an account executive who lost a key client through a refusal to pay a bribe.

Being open with staff in this way has two benefits: it shows them that your commitment to ethics is strong enough to cope with both the rough and the smooth, and it encourages them to be open with you in return. An ethical culture will flourish when it is more something to be aired and discussed, and less something that they just get told about.

So where should you start with tone from the top? It may seem rather paradoxical, but listening is strongly recommended. What are your employees saying about ethics at the moment? What sort of feedback are they getting from customers? Every firm has a prevailing culture and finding out how ethics currently sits within it gives you the starting point, and the challenges, that should shape your own particular ‘tone from the top’.

All this should keep your firm’s communications team busy, however, before they roll their sleeves up and get stuck in, agree some ground rules with them. Building an ethical culture takes time and is not always an easy path. Consistency in how you communicate both the ups and downs along that path is important, for it helps sustain the credibility of your tone from the top.

About Duncan Minty

Duncan is an independent consultant in business ethics, with a particular interest in financial services.

Corporate reputation – the perennial challenge

Sunday, January 13th, 2013 by Jon Clements

Companies feeling comfortable with their present level of corporate reputation may well be tempted to sit back and bask in the sunshine of public adulation. Well, all I can say is enjoy your reputation vacation while it lasts.

Nothing is more predictable than the change in company fortunes when an organisation begins to deviate from the fundamental values that underpin any success it has enjoyed. And even the seemingly unassailable companies and brands can faulter, lose reputation and considerable financial value when things go wrong.

CoreBrand, which measures the “favourability” and “familiarity” of 1,000 corporate brands across the USA, has listed its 10 brands facing serious reputation challenges in 2013. As several of the examples show, even the most powerful firms’ fortunes are cyclical and recovery from a reputation crisis – or a prolonged period of bad management, arrogance or other counter-productive corporate behaviour – needs concerted attention over the ensuing months and years.

Despite 2012 being a vintage year for reputation meltdown in business, it’s certainly nothing new. When deciding on a dissertation topic as part of my CIPR Chartered Practitioner process in the middle of 2010, the topic of corporate reputation challenge was self-selecting.

The company catastrophes – and appalling initial public responses – topical at the time  were exemplified by the first, major Toyota vehicle recall, the BP oil spill in the Gulf of Mexico and the fact that a Rolls-Royce aircraft engine on an A380 Airbus caught fire mid-flight – all sent the issue of corporate reputation management to the top of the in-tray.

The study I produced for the CIPR Chartered process – “The Reputation Challenge” – had the benefit of tapping into the knowledge and expertise of some of the most eminent experts in corporate reputation: among them Leslie Gaines-Ross, Ronald J Alsop and Peter Firestein, whose book “Crisis of Character: building corporate reputation in the age of skepticism” featured the unequivocal comment that “a risk to [a company’s] reputation is a threat to the survival of the enterprise”, no less.

Here, below, is a copy of “The Reputation Challenge” which, despite being completed more than two years ago, seems pertinent in 2013 to the perennial challenge of managing corporate reputation.

 


About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Tempered personal branding pips hyperbole

Sunday, January 6th, 2013 by Jon Clements

The concept of “personal branding” used to be known as – and was encapsulated by – the humble curriculum vitae, or résumé if Stateside.

But where a CV would be the way to communicate one’s background and abilities to a limited audience –p recruitment firms and potential employers –now,  people’s increased visibility across the internet by virtue of social and professional media has turned us into branded products to be managed; that is, if you care sufficiently about how brand “YOU” is portrayed. If not, then the Facebook photos showing you comatose and semi-clothed at the Christmas party might as well remain.

There is something slightly dystopian in treating ourselves as “brands” whose value can appreciate or depreciate by simply being our, imperfect, selves. And if commercial brands – supported by an infrastructure of management, protection and guardianship – can fail, what hope do we have maintaining our personal brand equity, if such a phrase can be used without inducing involuntary vomiting.

A successful brand is only so because of the promises it makes and keeps, time and again; the promises kept are the reason the customer develops the trust to come back for more. And what the customer trusts is, in fact, the brand’s reputation, which is why the real value is more difficult to build and maintain than creating merely a recognisable image.

Similarly, personal branding can become a personal reputation landmine if the emphasis on image manipulation is greater than the truth behind it.

Stefan Stern, visiting professor in management practice at Cass Business School, London, called it “bigging yourself upin his Guardian comment article, of which the worst examples are described as “humblebrag”, aka “falsely modest declarations that betray the self-satisfaction and boastfulness of the speaker.” He accuses our two most senior political leaders – Prime and Deputy Prime Ministers Cameron and Clegg – of such “humblebrag” behaviour; maybe protesting their validity too strongly when the results they have to show are so scant. Then again, the residents of Hell would be acquiring hats, scarves and gloves long before politicians chose to be candid about their shortcomings.

Stern goes on to say:

“It is better if the nice things we say about ourselves have solid foundations…but some people are clearly feeling so vulnerable that they are making grand and exaggerated claims. We can’t all be quite as creative and innovative as that. Self-esteem is one thing and permahype is another.”

What you claim about yourself, in a bid to manage your “personal brand”, needs to stand up to scrutiny, in the same way the claims made by companies about their products need to be true. Attempts to dress something up as something it’s not would be decried as “spin” or worse.

What you say you are matters far less than what you do. And if you’ve done enough to substantiate your CV, there should be no need for hyperbole. After all, you’re only human. And, to paraphrase the famous quote about avoiding exercise, if you suddenly get the feeling that you’re a brand, I suggest you lie down until the feeling goes away.

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Corporate reputation resolutions for 2013

Thursday, January 3rd, 2013 by Jon Clements

 

Laurence Oliver and Frank Finlay in Shakespeare’s Othello – a study in the power of reputation.

 

Among the other resolutions that New Year brings, how will business leaders resolve to improve their companies’ corporate reputation in 2013?

And, oh boy, does the business world need to clean up its act.

With the exception of two among Channel 4’s top 10 business stories of 2012, scandal, fraud, bad practice and incompetence appear to reign supreme. In most cases of exposed corporate malfeasance, somebody is made to pay; either in cold, hard cash fines, doing time behind bars, resignation or getting a dressing down in front of politicians.

But, surely, it shouldn’t require a reputation crisis to instigate action that protects the most valuable intangible asset on the balance sheet. Equally, reputation damage should be considered more than just a mere “marketing mishap”.

Among the 2012 examples in Marketing Magazine’s top 10 marketing mishaps round-up, several of them present problems that run far deeper than giving the marketing director sleepless nights. Starbucks’ tax revelations resulted in the company making a larger, one-off payment than the corporation tax it was actually due to pay, such is the shock to the corporate system that attends a major and well-publicised reputation blunder.

The timing of Starbucks’ tax affairs exposure – and that of other companies including Amazon, Facebook and Google – couldn’t have been worse, as the UK deals with on-going economic austerity. As journalist Seamus Milne commented, “Companies that are milking the country at the expense of the majority are especially vulnerable to brand damage. Forcing them to pay up is a matter of both social justice and economic necessity.”

What with HSBC’s money laundering travails, the fiasco and expense of G4S’ Olympic personnel shortfall and the sheer brass neck involved in Barclays Bank’s rigging of the Libor interbank lending rate, what has gone wrong with corporate governance? Is business less about building a long-term reputation and more about  the short term tactic of “what can we get away with”?

Business journalist, Simon Caulkin, blames the Chicago school of economics which, he says, “put at the heart of governance a reductive ‘economic man’ view of human nature needing to be bribed or whipped to do their exclusive job of maximising shareholder returns.” And the net result of this, he claims, has been “downtrodden and outsourced workers, mis-sold-to customers, exploited suppliers and underpowered innovation”.

Caulkin calls upon the eminent Peter Drucker in summing up what he thinks justifies the pursuit of business from his 1954 book, The Practice of Management: “Free enterprise cannot be justified as being good for business. It can be justified only as being good for society”.

In an attempt to reconcile what some companies may see as the unrelated ambitions of philanthropy and making profit, what reputation resolutions should they be making this year?

  • Ask yourself – who or what is the living, breathing conscience of your organisation? The CEO tends to carry the bulk of expectation when it comes to embodying and protecting corporate reputation. But should there be others specified and empowered to monitor your reputation radar, both internally and externally, and given the freedom and licence to call out bad practice or behaviour incompatible with a sound reputation.


  • Keep your friends close and your enemies closer…you don’t have to like your detractors, but it can help to empathise with them and their position about your company. Don’t give them the ability to accuse you of not listening.


  • How well do you know what your staff think and feel about working for your business? When was the last time you asked them? The way they feel – and how that’s transmitted to your customers, suppliers or other stakeholders – puts your company reputation firmly in their hands.


  • What does your market make of you? When did you last take the time to seek out some home truths from your customers and confront the most unpalatable facts about your business?


  • How widely are you listening? Beyond the more obvious places where your company might be mentioned and your reputation affected – such as in the mainstream media – there is a world of online chatter that, though beyond your control, is not beyond your influence.


  • How well-prepared are you for a reputation crisis? Complex planning documents may well end up collecting dust on a shelf, but that doesn’t mean a core group of decision makers and communicators within your organisation, plus an external consultancy if you have one, shouldn’t have a crisis plan in place for when the worst happens. Reputation strategist, Leslie Gaines-Ross emphasises the importance of a CEO in a crisis.


  • How much do you value the power of the apology? After a major mess-up, exhibiting arrogance, disregard or just inaction are reputation Kryptonite whereas eating humble pie early on, along with having a clear, demonstrable plan of action for rectifying your mistakes, are essential.


  • How well are you managing your Corporate Social Responsibility (CSR) efforts? According to the Reputation InstituteA five point increase in a CSR rating would result in a 9.1% rise in the number of people who would definitely recommend a company. There is real money in improving reputation through CSR, but companies are failing to leverage this. 

 

Leaving the penultimate paragraph to the words of Simon Caulkin:

“The irony is that we know what makes companies prosper in the long term. They manage themselves as whole systems, look after their people, use targets and incentives with extreme caution, keep pay differentials narrow (we really are in this together) and treat profits as the score rather than the game. And it’s a given that in the long term companies can’t thrive unless they have society’s interests at heart along with their own.”

Here’s to a Happy, and reputable, New Year!

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Financial services fairness not just a PR stunt

Tuesday, October 16th, 2012 by Jon Clements

Where would you place financial services in your list of “industries I both love and trust”? Let’s be clear: such a glowing reputation has been desperately elusive for the sector in recent years.

Yet the rather unsnappily-titled Retail Distribution Review (RDR) – now entering the lexicon because UK financial advisers will behave differently with their customers in terms of advice and the way they charge from the start of next year – has been designed to protect (and help transform the financial sector’s wretched reputation with) the public.

But studying to comply with the RDR – as FT columnist and former broker, Merryn Somerset Web – is doing, can have the perhaps unintended side-effect of revealing more unsavoury facts about financial services.

In her most recent column she describes her course of study as “a depressing experience…charting the dismal record of greed, fear, corruption, incompetence and ignorance that is much of our financial industry.” Strong words from  someone who continues to make her living in the arena.

And yet among the array of pernicious financial products on the market including derivatives and a tax avoidance product called a single premium life assurance bond, Somerset Webb has seen something which…say it quietly…offers “hope”: a new fund called the Battle Against Cancer Investment Trust (Bacit) doesn’t come with charges, offers an annual  charitable contribution of one per cent plus a fund manager “stumping up for a percentage of the expenses”.

A cynic, or maybe a realist, would – as the writer acknowledges – “dismiss the whole thing as PR”. But she’s not so quick to do so, suggesting this new financial fund has something different at its heart than fleecing investors.

And so, even in places not normally associated with philanthropic behaviour, there may be surprises. But rather than being merely a sop to CSR, such moves can make commercial sense too. Analysts are increasingly looking at investment targets influenced by sound Environment, Social and Governance factors.

Rebuilding the reputation of a company is difficult enough, never mind that of an entire industry sector. Examples such as the Bacit provide a hopeful hint that the will exists in the sector to balance the unbridled making of money with doing the right thing. Demonstrating commitment to a higher purpose than profit alone is what the best corporate reputations are made of.

 

 

 

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''

Football’s lost reputation

Thursday, October 11th, 2012 by Mark Perry

 

It seems every day that football’s reputation is afflicted by one controversy or other – tweeting, accusations of racism, diving and even the England manager discussing team selection to strangers on the tube.

While, on one hand, the clubs seem to be all-controlling in their dealings with the media by limiting access to players and managers or even banning journalists from press conferences because of something they may have written, there are occasions when it seems that issues are not closed down.

As an industry which is under the media spotlight 24 hours a day, seven days a week I cannot help but feel that the sport is in need of some reputation management.

Liverpool belatedly admitted earlier this year that their handling of the ‘Luis Suarez affair’ was not as effective as it could have been and there has been relative silence from Chelsea in response to last week’s infamous Ashley Cole tweet about his thoughts on the FA.

If a football club was a corporation that was in crisis management mode there would be calls for immediate action. It just seems that in football things are left to fester while there is a chipping away of the hard-won club brand.

It may be time for clubs to see themselves just as any other company would and manage their reputation with their different stakeholders and ensure that any indiscretions of their employees – the players – don’t cause long time damage.

About Mark Perry

Mark has more than 25 years’ experience in PR and corporate communications. He is a founding director of B2B consultancy Melville PR.

Financial services need Reputation redux

Friday, July 27th, 2012 by Jon Clements

Trusting your money to the financial services sector can be a hazardous business these days.

There’s neither time nor space here to explore the length and breadth of the banking sector’s misdeameanors, though the state of bank reputations was candidly addressed in a speech this week by Financial Services Authority Chairman, Lord Adair Turner, who said:

“Trust in banks and bankers has eroded. Three factors explain that collapse: people have come to doubt the economic benefits of financial liberalisation and of much banking activity; they doubt banks’ values; and they doubt whether banks have their interests at heart.”

And he explained that one of the factors leading to the Economist’s “Banksters” front cover (pictured top) was “Poor values and malpractice able to operate on an increasing scale.”

By contrast, the general insurance industry – to its credit – has not burdened itself with the same level of ignominy as banking; though one can never speak too soon: this week, the Financial Services Authority imposed one of the largest ever fines – nearly £0.5m – on a former commercial insurance broker for paying more than £300k of customer’s insurance premiums into the firm’s own bank account rather than to the relevant insurance company. The affected customers found themselves either uninsured or paying the premium a second time to ensure they were covered.

Either way, it’s a shocking situation to leave customers in; such “serious failings”, according to the FSA, led directly to the severity of the fine.

Ultimately, the broker in question has destroyed his reputation, while doing the reputation of the insurance broking sector no favours either.

Reputation begins with the actions an organisation or business takes; if those decisions are unethical and lead to the “poor values and malpractice” Lord Turner alluded to, then no amount of brand massaging or media spin will salvage reputation. When an organisation is satisfied that its processes, practices and corporate governance will stand up to scrutiny, then communicating its brand values will be founded on more than the corporate equivalent of quicksand.

So, while other parts of the financial services sector may take some pleasure in seeing bank bosses squirm in the wake of a scandalous few years’ behaviour, they should also pay attention closer to home.

The Chartered Insurance Institute (CII – disclosure, a Staniforth client), the professional body for insurance and financial services, recently developed an online ethics toolkit to help firms in the sector implement consistent ethical standards.

In terms of instilling ethical business practices and protecting reputation, prevention has to be better than cure. So, while general insurance may have remained mostly unscathed by the self-flagellation of the financial services sector, it can’t be sure that its own Bob Diamond isn’t about to enter stage left.

About Jon Clements

Jon Clements is a Chartered PR consultant specialising in B2B PR, corporate and marketing communications and is the founder of Metamorphic PR. Connect at: JonClements ''