As part of a project team, we’ve been working with The Pensions Regulator to develop their new digital and data strategy. Launched this week, the strategy shifts the organisation to put people and culture at its heart.

Irrational Capital has launched a new fund that bases stock-picking decisions on employee happiness, using a proprietary data system that includes workforce surveys to assess emotional health. Outperforming peers, the fund effectively puts a value on investing in workplace culture and demonstrates the direct impact it will have on business performance and shareholder value.

Tackling climate change requires both government leadership and collective action. At its heart is effective communication is that motivates change by balancing the risks of inaction with the opportunities presented by solutions like renewable energy. The lesson for leadership is that clear, honest communication—focused on both challenges and benefits—is essential to inspire public trust and drive meaningful action.

Increasingly, organisations are being drawn into debates on sociopolitical issues, such as gender politics and global conflicts, amplified by social media and demands for accountability. Determining how to respond, and when, demands a more agile approach to corporate reputation that begins with considering it a strategic function that is essential to operational delivery. Then, by including in the operational risk register, the leadership team can both be made aware but also understand what steps are needed to manage the impact. This approach will not only mitigate risks but also has the potenial to unlock the opportunity of a more direct, responsive relationship with key audiences.

In moments of financial crisis, I've often sat in strategy meetings and heard fellow leaders talk about communications as a luxury that is easy to cut costs from. But, the reality is that effective communication is essential for maintaining trust and confidence. It's about explaining the 'why' and 'how' the organisation is responding to challenging situations, ensuring everyone feels their interests are considered.

Getting the tone right is tough for brands and local government alike. They aim for authority, authenticity, and being user-friendly, often opting for a 'chatty' approach. Yet, new research proves that formal communication has more impact on influencing behavior. This brings up a debate on how formality can effectively drive behavior change.

I am absolutely delighted to share news that I am officially launching my consultancy, Strategy + Impact. It has been a long time coming and is both a reflection of my wanting to work in a different way but also to focus on where I think real difference can be made.

AI is a platform shift that demands a change in how teams work - beginning with being comfortable in testing ideas rather than expecting technology to deliver a ‘final’ answer.

A recent project with performance management firm, Jo Hopkins Consulting, has underlined one of the founding principles of Strategy & Impact. For leaders, and organisations, to realise growth they have to connect belief to behaviour. It demands strategy to be integrated with culture, communications and leadership. Above all, for more polyglots to be in senior leadership teams!

According to Press Gazette, newsflation has hit 13% for national print and 20% for online news behind a paywall. Soaring costs will likely accelerate the fragmentation of media audiences demanding organisations be more agile to changing trends - from how readers engage to how media organisations seek to partner.

Welcome to the start of a new year which, amongst other things, will be defined by the sheer volume of elections taking place. In the UK, local elections will happen in May alongside those for the Mayor of London and (at some delayed point) a General Election.