Introducing our latest feature in Q&R’s latest Big Question Blog where we delve deep into pressing questions with influential voices across various industries. Giles Peddy, Managing Director, UK & Europe, for international PR and marketing consultancy, SourceCode.
Giles has 25 years of experience working with many of the world’s leading organisations, helping to shape their reputation, build demand and measure impact. He is one of the architects of the AMEC Integrated Evaluation Framework (IEF), the industry standard for measurement in communications.
We asked Giles: Are PRs missing a trick by not understanding the business challenge?
Communication professionals are the architects of a company’s public image, tasked with shaping perceptions, managing crises, and building relationships with key stakeholders. However, amidst the constant stream of media pitches, press releases, digital media and influencer engagement, many communication practitioners overlook a critical aspect of their role: understanding the fundamental business challenges their clients or organisations face.
This oversight can prove costly, leading to misaligned strategies, missed opportunities, and ultimately, a failure to deliver meaningful results. At its core, PR is about more than just generating positive sentiment or garnering media attention. It’s about strategically positioning a company to achieve its broader business objectives and navigate the complexities of its operating environment. Yet, all too often, communication professionals focus solely on the tactical aspects of their work—crafting messages, securing coverage, engaging on social media, and monitoring sentiment—without delving into the underlying business issues driving the need for communication strategies.
One reason for this oversight is the traditional division between PR and other business functions. In many companies, PR still operates in a silo, detached from departments like marketing, sales, and finance. This separation can hinder PR’s ability to integrate into the bigger picture, leaving them one step removed from the strategic imperatives and operational challenges that shape the business landscape. Without this context, their efforts may lack direction and fail to address the root causes of reputational issues or communication needs, as well as the potential strategic imperatives facing the senior management team.
PR metrics often prioritise outputs over outcomes, leading communication professionals to focus attention on media hits and social media engagement metrics over tangible business results. While visibility and brand awareness are undoubtedly important, they should serve as a means to an end, rather than the end goal itself. By failing to tie communication efforts into wider business KPIs such as revenue growth, customer acquisition, or market share expansion, PRs risk losing sight of the ultimate purpose of their work: driving business value.
Another factor contributing to the disconnect between PR and business challenges is the misconception that PR is solely a reactive function, called upon only in times of crisis or when facing negative publicity. While crisis management is undoubtedly a crucial aspect of PR, proactive strategic planning is equally—if not more—important. By anticipating potential challenges, identifying emerging trends, and aligning communication strategies with broader business goals, PR professionals can position their organisations for success and mitigate reputational risks before they escalate into crises.
PR professionals must recognise that their role extends beyond communication and storytelling; they are strategic advisors who can provide valuable insights and guidance to senior leadership. By actively engaging with business leaders, participating in strategic planning sessions, and staying informed about industry trends and market dynamics, PRs can better understand the business challenges facing their organisations and tailor their communication strategies accordingly.
To unlock their full potential and deliver meaningful results, PRs must bridge the gap between communication expertise and business acumen. By fostering greater integration within organisations, prioritising strategic alignment over superficial metrics, and embracing a proactive approach to problem-solving, PRs can elevate their contributions and become indispensable partners in driving organisational success.