Who will we follow in the Year of the Sheep?
We have just published SenateSHJ’s Top 10 Predictions for 2015. This is an annual list of the trends and issues that we
believe will shape how we do business in the year ahead – and what each of them mean for organisations wishing to
communicate well.
You can view the full presentation on SlideShare.
A growing feeling of innocence lost and mistrust brought on by allegations of dirty politicking last year will see us
ask: who do we trust in 2015? We share SenateSHJ’s annual predictions for the issues that will shape the year ahead, and
what this means for organisations looking to communicate well in 2015.
2014 was the year of murky morals. 2015, the year that marks 100 years since Gallipoli, will be the year we look for
heroes and hope. Against a backdrop of national introspection, we will be looking for people and brands to believe in.
Our leaders must regain the trust and goodwill of their communities. They will need to be seen as being open and
transparent, while publicly performing at higher levels, and under even more intense scrutiny.
It will be a tough year, with global threats looming large and shifting economic powers changing the way we do business.
The timing of our ANZAC-focused national commemorations couldn’t be more significant.
Leaders and organisations looking to connect, to build trust, and to tell their stories will need to understand these
changes and tailor their approach.
Here are the SenateSHJ top 10 predictions for 2015:
1. The ANZAC story – we will do some soul-searching as nations
2015 will be a year of national pride, hope, and reflections of heroism. We will think about our place in the world:
what we stand for, what our future looks like, and how we celebrate our nationhood. The Cricket and Rugby World Cups
will give us opportunities to celebrate our patriotism, as will celebrations to mark Gallipoli.
So what?
Organisations and communities will connect to the stories of past sacrifice and there will be more discussion around how
they have shaped our present. Leaders and their organisations must be willing to take stronger moral positions, choose
causes aligned to their values, and stake out hero positions of their own.
2. Goodbye Titanic, hello Blair Witch Project
Video content will continue to be the most powerful way to connect, but orchestrated productions are out of favour.
Instead, people want authentic content that captures moments of serendipity. Most of all, they want to be entertained or
informed – and the omnipresence of the internet means audiences are ‘always on’ and ready to be engaged.
So what?
Organisations that understand the power of online video will connect with diverse audiences in unprecedented ways,
providing unfiltered communications for their stakeholders.
As such a versatile medium, online video will increasingly be used for anything from how-to guides to interviews and
live broadcasts. Facebook’s plan to seize the monopoly on video consumption from YouTube will also see video connecting
with even broader audiences.
3. The pressure will build in the boardroom
The public will have little tolerance for executives (and their brands) who make mistakes and don’t swiftly apologise
and resolve them. We will increasingly adopt a ‘one strike and you’re out’ attitude and will lash out online. Yet, we’re
piling on the pressure to perform, and mistakes will be made.
So what?
Senior executives can only withstand the pressure for so long – not many people can perform at a high level all the
time, especially in a crisis.
Leaders would be wise to build their professional reputations when they can. They should be well-trained and practised
in the subtle arts of media management and be ready to navigate rough waters. They also need to ensure their
organisations have digital communications capabilities, and crisis communications plans in place.
4. Losing control isn’t such a bad thing
We can no longer expect to control our messages through traditional means, or that people will listen to us just because
we want to talk. The power has shifted and engagement is now two way: organisations need to let go a little. The upside
is that audiences accept – and even seek out – brand advocacy as legitimate and enjoyable content, provided the stories
touch them in some way. This creates opportunities for organisations that carefully consider the most effective ways to
connect with their communities.
So what?
Organisations will need to engage on the platforms their audiences are active on, and talk with them about issues that
matter to them most. Brands will need a strong narrative to guide the conversations while remaining flexible and open to
change, because the conversations will continue, regardless. Organisations will need to be smart about how they meet the
demand for content, owning a niche topic rather than trying to be all things to all people.
5. Introducing the captains of change
Another inquiry, a new regulation, a changing customer trend – change is happening at a rapid rate and this doesn’t look
likely to ease in 2015. Uncertainty is the new norm, and organisations will need to create working environments that not
only survive through waves of change, but ride them with a positive intent.
So what?
2015 will call for inspirational and articulate leaders who understand the value and power of their people, and who can
build organisations, systems and teams to own the change. These are captains of their ships who can stir people to
flourish in a more ambiguous environment, both as energetic drivers of innovation and as constant ambassadors for their
brand.
6. Understanding the China opportunity
Our leaders are pushing hard for us to embrace the economic opportunities China offers. But are our communities ready,
willing and able to accept China as the new best friend? The debate continues. Some argue Chinese investment will bring
much needed capital to our businesses. Others argue only domestic ownership can lead to economic prosperity. The debate
highlights a lack of understanding. Do we know enough about China – and does China know enough about us – to make the
most of this opportunity?
So what?
Trust, reputation and relationships are critical in Chinese circles. But there are cultural differences in the way we
operate, including how we interact with media. We will need to resolve how far both countries are willing to adapt and
ensure each engages with the other appropriately, considering cultural implications and nuances. Businesses that invest
in strong relationships, build their understanding of China, and help Chinese organisations understand our markets will
benefit greatly.
7. Not in our backyard – international threats go global
The attitude that global conflict and disease won’t come to our backyard is no longer tenable. We will continue to face
critical choices to balance security with civil liberties, including the sharing of information, monitoring of citizens
and, potentially, boots on the ground.
Unprecedented security at the Cricket World Cup, and other high profile events, will remind us that international
threats are no longer contained by borders. We also predict that the increasing presence of drones in our skies, and
quite literally in our backyards, will give rise to a whole swathe of privacy and security concerns.
So what?
Businesses will need to be better guardians of their staff, particularly those who travel. They may face ethical
dilemmas if they are required to share employee information, or monitor staff activity for the ‘greater good’. Domestic
security management must find a balance between keeping their customers both happy and safe.
Effective government relations in this climate will be crucial, while having a crisis management plan and a clear,
well-communicated position on how to manage these choices will also be wise.
8. What lies beneath
Increasing urbanisation is putting pressure on the systems that support our daily lives, particularly water supply.
Infrastructure funding will be an issue in 2015, and those planning, paying for and running it will be held to account.
Meanwhile the persistent issue of water scarcity remains, with population growth, climate change and inefficient use of
resources just making a bad situation worse.
So what?
Expect vigorous debate about the size, scope and funding of infrastructure projects. Businesses wanting to join the
lolly scramble will need to frame their narrative clearly (and in plain English). Stakeholders, including ratepayers,
will contribute vocally throughout the planning processes and failure to adequately engage with these groups will prove
expensive.
9. Listen for a stronger female voice
The ‘new face of feminism’ will continue to emerge in 2015, but there’s a step change underway. Instead of something
aspirational, the power of the female perspective will become entrenched as campaigns like #banbossy build momentum and
female leaders are celebrated. The conversation will move away from the traditional negative connotation of feminism,
and feminist values will be normalised in society and the workplace. The old ways won’t be tolerated and there will be a
growing confidence to expose those who lag behind.
So what?
Businesses that remove gender bias will build reputation and goodwill over those that don’t. There will be more stories
about women who are achieving professionally, or who are managing their work–life balance well, and a receptive audience
to make them worth telling.
10. Keepin’ it casual
Whether it’s behaviour, language or clothing, formal is out and casual is in. The news media is leading the charge with
reporters frequently using colloquial terms in place of formal language.
The Oxford English Dictionary is also embracing informality, with its list of new words strongly reflecting a casual culture, including ‘duck face’
(a pout used for selfies) and ‘al desko’ (the practice of dining within the confines of one’s workspace).
The polling-power of politicians’ ‘selfies’ suggests there’s no risk of this practice dropping any time soon, while the
growth of Instagram, Snapchat and Twitter is giving casual language pre-eminence.
So what?
Casualness could be confused with tolerance for lower standards. Business leaders should consciously choose the right
level of engagement for their organisation, in terms of how they present, how they write and how they communicate.