Reputation Is a Governance Issue, Not a Communications Afterthought
Boards that treat reputation as a downstream communications problem consistently discover its true cost at the worst possible moment.
Insights
Our published thinking on the decisions that shape how institutions are regulated, reported and judged.
Boards that treat reputation as a downstream communications problem consistently discover its true cost at the worst possible moment.
Effective advocacy in Nigeria rests less on access than on the quality of the case being made and the discipline with which it is sustained.
Most reputational damage in a crisis is inflicted not by the incident itself but by the vacuum that follows it.
Thought leadership fails when it is treated as publicity. It works when a leader has something specific and defensible to say.
The relationship between institutions and journalists has changed. The organisations that adapt earn coverage; the rest buy it and are believed less.
A calendar of activity is not a strategy. A strategy states what change you are trying to produce, in whom, and how you will know it worked.
Occasional despatches on policy, reputation and public trust — written for people who make decisions, not for a feed.