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Corporate blogging strategy requires some specialist insight in order to understand tone, the definition of micro-niche leaders, and subjects to cover.
Business has to stand up on behalf of its employees, on behalf of immigration, on behalf of its customers, and on behalf of supply chain-cum-globalization.
The trust of the mass population can no longer be taken for granted, and any continuation of the 'grand illusion' is dangerous for leaders in today's world.
We've learned that when a consumer moves from a relationship rooted in 'me' to one powered by 'we,' a new world of buying and advocacy opens up for a brand.
The problems of the world, from immigration to populism to income inequality to sustainability to peacekeeping, require a well-functioning supranational body.
Advertising has always been the 'head boy' of the communications industry, but not anymore. Now the rest - creative, digital, and media - is just as important.
More and more readers are finding important and interesting content through platforms like Facebook, Twitter, and now Medium rather than traditional publishers.
The dominant advertising advantage of Clinton, with spending of 10 to 1 over Trump, reinforced the perception that she was trying to buy, rather than earn, votes.
Institutions are better served by going direct to end users, establishing a channel for direct dialogue and feedback. It is a world of many to one, not one to many.
The inability or unwillingness of citizens to differentiate between fake and authentic news is undermining a fundamental assumption of democracy: the informed voter.
There was a near-universal set of editorial endorsements of Clinton. Trump used this disparity to his advantage, to claim media bias and unify his base of supporters.
In the wake of the Great Recession, most business leaders have tended to focus on their enterprise and short-term performance. The time for that narrow focus is over.
Engagement and integrity are the two most fundamental aspects of building trust; lead from the front by evolving your company strategy, then live your values every day.
I think that the direct conversation is exactly what companies need to earn trust of customers. Admit an error. Fix a problem. Commit to doing better. That is only human.
Talking points are a core set of messages an executive or politician utilizes in communicating with stakeholders. It's a term of art for having an outline of your remarks.
We must be able to appeal to the CCO and CMO with programs that have purpose at the core, that start movements and solicit views of the core community of brand supporters.
The pace of change in marketing and the marketplace continues to accelerate. Unicorn companies are challenging long-established brands, and categories are being re-imagined.
As trust in institutions erodes, the basic assumptions of fairness, shared values, and equal opportunity traditionally upheld by 'the system' are no longer taken for granted.
When we were doing the launch of Kinect for Xbox, it was very much about getting sort of young blogger-influencer types to try this thing well in advance - a year before launch.
Advertising has a problem. They're being squeezed because media buyers and digital firms are doing the creative. They're being squeezed because people aren't viewing their stuff.
We're promoting the concept of public engagement. It's as much about what clients do as how they say it. It's about being in people's lives, taking on relevant, of-the-moment issues.
We have seen an unprecedented dispersion of authority, such that 'a person like you' is now one of the most credible spokespersons on business, along with technical and academic experts.
I went to every sports contest for my kids. I turned off my cell phone at 8 P.M. I did have to travel relentlessly and had some nights at black tie events. But when I was home, I was home.
We have moved beyond the point of trust being simply a key factor in product purchase or selection of employment opportunity; it is now the deciding factor in whether a society can function.
Instead of worrying about potential disruption, brands can be creative societal disruptors - because their consumers will be right there by their side as committed partners in a better life.
I completely disagree with Arthur Brooks of the American Enterprise Institute on the need for dignity in the marketplace instead of the social safety net, but he is a very persuasive character.
The world has flipped upside-down. It used to be a pyramid of authority; now it's upside down. The influence actually rests with the mid-level people, who speak peer-to-peer. If they're for you, you win.
I think PR people are caught in this mindset of 'control of the message.' There's a lot more freedom if you give up control. If you allow people to say things that are genuine and admit mistakes and get on.
We have witnessed a stunning reversal of power between mainstream and social media: The ability to go direct to end users of information through social channels radically disrupted the mainstream news agenda.
It may be fine for an artist to be indifferent to the reaction of the viewer to a work of art. A vigorous debate on issues is also beneficial. But the dark vision of a world without truth cannot be our future.
I remember feeling proud as I cast my first vote in Chicago in the 1972 presidential election - President Richard Nixon versus Senator George McGovern. Finally, I could participate. There was so much at stake.
We can't, nor should we try, to influence who our employees vote for, but facilitating their involvement in civic action is better for business, better for our people, and better for our government institutions.
Mainstream media has been abandoned by many, for ideological reasons mostly, and brands need to directly engage with the end-user of information and offer opportunities for consumer- and employee-generated content.
I had a job lined up as an assistant brand manager at Playtex, at age 23, all lined up. But my father had an offer to be acquired by DDB in 1978. He said, 'I'd really like you to come into the business for a year.'
The 'truthiness' of Trump's so-called facts, the questions he posed on President Obama's nationality or jobs destroyed by free trade, has the same effect as dueling scientists on issues such as obesity or climate change.
In our family business, the Edelman children must earn their way - there were and will be no promises without performance and leadership. That may lead to some skinned knees, but it is certainly the best way to learn life lessons.
We like being private because when there is a downturn, as in 2001 and 2008, we do not reduce people. Also, we have flat decision-making. It's quick. We don't have to meet quarterly numbers, and it's all about excellence of work for the client.
Walter Isaacson attracts the best and the brightest to Aspen. It is exhilarating to listen to the likes of David Rubenstein and constitutional scholar Jeffrey Rosen speak about George Washington and Newt Gingrich and the original intent of the Second Amendment.
Social lets consumers talk about the products. You may pay your way onto the Facebook feed, but after that, it's conversations by the users. That's not sufficient because it leaves out what is possible for employees to talk, for R&D to talk, or the CEO to talk.
People go to work at Wall Street firms to make a lot of money. They may not love what they are doing, but the punishing hours and travel are incredibly well-compensated. By contrast, the engineers at technology firms do believe that they can change how we all live.
The best tech companies are led by founders with entrepreneurial zeal and strong egos. They consistently deliver what we want and what we need, at prices that decrease over time. The Wall Street firm is a long-standing institution with a more established hierarchy.
There's a lingering notion that elites continue to lead, and the masses will follow. This historic model of influence was predicated on the belief that elites have access to superior information and their interests are interconnected with those of the broader public.
We have got to be more comfortable experimenting with different models. So maybe a client just needs execution people or a lot of young people who are great with social media. We don't always have to give them the pyramidal structure of senior VP and account supervisor.
The tech company needs to win in the war for talent. This means much greater focus on the employee, not simply as cog in the machine, but vital member of a programming team in a race against time and competitors. Wall Street is up-or-out, dog-eat-dog, survival of the fittest.
My father and I talked every day. He coached me on how to cold-call companies I wanted in our portfolio, how to network at public events, to cultivate senior journalists at important outlets, and how to run a profitable P&L. But, more or less, he allowed me to make my own mistakes.
Israeli ingenuity was never more evident than in the Ayalon bullet factory built during the British occupation of Palestine. It was constructed underneath an urban kibbutz. The workers had a bakery and laundry which provided constant clatter to disguise the work carried on below ground.
Our goal is to put news where it earns attention, where readers can access it on every device and interact with it. We're meeting our clients' audiences where they are instead of asking them to come to us. Increasingly, that means hosting the content on social blogging sites like Medium.
The short form, speed, and consistency of communication by Trump beat Clinton's nuanced, detailed, and long-form communication. Trump came across as more genuine, Clinton as less than transparent. Trump engaged directly with his community; Clinton spoke through the media in a careful and less frequent manner.
We have continued to advance our global ambition with acquisitions that fill in the global footprint, such as Dabo in Dubai on the marketing side, Smithfield in the U.K. for financial PR, Ergo in Germany for corporate reputation and public affairs, and Position in Colombia to add scale to our Latin America business.
Edelman diversified into public affairs in the late '60s with important programs for the Concorde SST, gaining landing rights at JFK Airport in New York, and in the late '70s generating public approval for the building of the very stark Vietnam Veterans War Memorial in Washington, D.C., from a design by the very young architect Maya Lin.