Not so long ago, an engineering company that specialised in bridge building would base a tender around their core credentials in engineering and bridge building expertise.
These days, the world of engineering and infrastructure projects requires additional skill sets, often far removed from a bridge builder’s core competencies. Major infrastructure tenders require community consultation and proof of local job creation. Grassroots or industrial action can destabilise projects, resulting in damaged reputations and reduced margins.
Over the last decade, even the most lauded examples of community engagement have become redundant. Former New York Major Rudy Giuliani received international acclaim for the process in which he engaged the local community in the wake of the September 11 attacks.
The lines between employee, customer and stakeholder (government and community) have blurred as social networking has become a more dominant platform for conversation. Being part of the conversation means understanding perceptions and responding effectively. Communities expect to be engaged, informed and have their feedback acknowledged in the form and the frequency they require: via phone, email, the web or social network feeds. But it’s complex – we need an engine, a control room to manage this endlessly coursing flow of information. Particularly when the stakes are high or the story is worth telling.
An online strategy always has its feet on the ground. Online channels are designed to inspire offline action and there are some offline activities that will never be replicated in digital.
When I joined the gym at the end of last year I was given the opportunity to find out my bio age. That is, the same test they do on The Biggest Loser contestants to find out how much older the body was in comparison to their numerical age. I was very relieved when it turned out that my bio age was only one year older than my numerical age. But, it got me thinking, how do we measure age and how old is old?
At the peak of the Global Financial Crisis in 2009, an already faltering trust in business sank to 36% according to the Edelman Trust Barometer. It’s recovered a bit but confidence in business is a far cry from the days when a job for a company like General Motors was a badge of honour. Trust in government plumbed the depths at 30%. What happened? Crisis or no crisis, companies are on the nose, no longer respected community members, too often seen as providers of products at any cost.




