WHAT IS GENERATIVE ENGINE OPTIMISATION? And why does it matter for your brand?

AI generated image of a person in a virtual network

WHAT IS GEO 

(GENERATIVE ENGINE OPTIMISATION)?

And why does it matter for your brand?

For years SEO was a big focus for brands aiming to drive traffic to their content, but AI means there’s a new game in town. GEO (Generative Engine Optimisation) should factor in every brand’s strategy. It ensures your content is easy to find by large language models (LLMs). Building your GEO, means that AI can see, understand, cite, and recommend your work.

Check out our latest fact sheet and make your work accessible to the audiences who matter. 

 

Click here to read the fact sheet

Allegory DigiGov 2026 Blog

Panel of four speakers discussing intelligent automation on stage at the DigiGov conference, seated in front of blue GovTech‑

By Emma Thwaites 

AI is a rapidly growing technology that’s here to stay. Recent events (models acting autonomously and in dangerous ways, tech bosses and others warning about the risks of superintelligence) have underlined the need for caution and careful consideration in adoption. For public bodies, this will be essential for maintaining public trust. As one speaker at the recent DigiGov conference reminded us, this is a journey, not a race. Digital literacy and data quality should be priorities, ensuring people, skills, and processes develop alongside the technology that is changing our everyday lives. 

This year I had the pleasure of representing Allegory’s client, the Open Data Institute (ODI), on the GovTech stage at DigiGov Expo 2026. Sharing a stage with a wide variety of experts means you get the full benefit of their knowledge, and this year’s panels and talks did not disappoint. From asking how the government assures the AI it’s already using, to whether the productivity promised from AI is actually happening, we posed a series of challenging questions and received some thought-provoking responses. 

Which problems to focus on

The day began with an overview from Chris Pannell of Salesforce, who asked whether we are focusing on the wrong problems. He gave examples from across the NHS, the Crown Courts, and prisons, and suggested that while technology use is increasing, backlogs and delays are too. He described humans as the ‘middleware’, bridging the gap between systems, teams, and processes. Chris highlighted NHS SBS as an example of an organisation that is handling the change in the right way. The company worked with Salesforce to redesign how enquiries flow between teams rather than simply seeking quick fixes. By using context and data to address root issues over time, they transformed the entire hand-off process. As a result, they cut the average time to raise a query from 12 to 3 minutes, and reduced average handling time by 20%. Chris posited that AI transformation should be approached in the same way as any transformation within an organisation; in the early days, “we all just got excited and forgot the rules!” 

This set the themes for the day, as speakers touched on how AI implementations require consideration of skills, people, and processes. 

AI assurance

Panellists in the AI assurance session stressed the importance of scaling literacy across entire organisations. As Paul Neville from The Pensions Regulator said, just as you would never want a Board that doesn’t understand finance, you shouldn’t have one that doesn’t understand AI. We must educate ourselves and our colleagues on reliable, productive ways to use AI at every level of the organisational hierarchy, he added. Alec Thomas from the Defence AI Centre (DAIC) emphasised bridging the gap between organisational leadership and AI professionals by encouraging a mutual understanding of risk and opportunity. All panellists encouraged a more individual approach to building skills and awareness by asking what each person needs, as well as what the organisation requires as a whole. 

Transparency

Alongside AI literacy, public trust is essential, and people only trust what they can understand. While emerging technologies are notoriously difficult to explain, organisations must commit to genuine transparency with their staff and end users. That applies internationally, in how global AI regulation develops, and locally, in how individual teams take a risk-based approach to adoption. As Alec Thomas noted, no one has agreed on a universal blueprint for what ‘good’ looks like when change happens this fast. Instead, the focus must be on building international standards, policies, and governance collaboratively so that citizens retain control over where their data lives and how it is used. Pointing to the DAIC as a practical example, Alec explained that they published their internal AI policy for public viewing. Ultimately, honesty is the best policy when explaining how organisations use AI, and, crucially, how they handle data.

Data quality

Data quality was another major theme throughout the data, a topic particularly close to our hearts at Allegory given our work with the ODI. If poor data goes into AI models, flawed outcomes inevitably follow. The ODI’s Resham Kotecha highlighted how easily bias creeps into datasets and scales through AI systems, warning of real-world risks like LLMs delivering faulty legal counsel or health recommendations that ignore key demographic factors. Catherine Nikolovski from the GovTech Global Alliance and Civic Software Foundation argued that we need to understand what AI amplifies when the underlying data is flawed.

What comes next?

No one can predict how technology will look 70 years from now, and anyone trying in 1956 would probably have missed the web entirely! Something that came through loud and clear on the GovTech stage was the importance of admitting humility when considering what the future may hold: there are many new skills to learn and much new knowledge to acquire. However, we can decide now how we will use these technologies by building AI and data literacy across organisations, keeping policy transparent and honest, and carefully considering data quality to maintain public trust and mitigate harms, as we adopt new and exciting technologies in the decades to come. 

Get in touch to find out more about our specialist strategic communications service for AI and data organisations by emailing team@allegoryagency.co.uk. 

What the rise of AI-generated answers means for PR

Bright pink and yellow radial light pattern on green background suggesting AI data, speed and digital signals

Is your organisation showing up in AI search results? 

When someone asks ChatGPT or Google’s AI a question, it doesn’t just send them a list of links. It gives them an answer, and if your organisation isn’t part of that answer, you’ve effectively been skipped. Nearly 60% of searches now end without a single click to an external source. This is the reality of Generative Engine Optimisation (GEO), and it is changing what good PR looks like.

The good news? Earned media and traditional PR coverage, turns out to be exactly what AI systems look for. Here’s what you need to know:

Not all publications are created equal. AI is influenced by different publications to different degrees. For example, a niche blog that is considered to be more trustworthy on a topic might have more ‘clout’ with the AI systems than a traditional media outlet. Some publishers have even agreed deals to ensure their content is searchable by AI.

Press releases still matter. Press releases distributed via news wires are one of the most reliable ways to get your information into places AI actually looks at. Leading with what’s new is a foolproof way to get more widespread interest. 

Positive coverage drives citation. AI notices sentiment so neutral coverage can actually read as a negative signal. Consistent, favourable coverage across earned and owned media actively improves your visibility.

Your website needs to be AI-readable. Many websites inadvertently block AI crawlers – through Cloudflare settings, outdated robots.txt files, or slow page speeds. If AI can’t access your site, it can’t cite you and therefore you are not acknowledged as a potential source in a search. 

The brands that stand out in this environment aren’t those who are the noisiest, they are the ones who are most trusted. That’s always been the goal of good PR; now it’s the goal of good GEO too.

If you would like to find out more about how Allegory could help you navigate communications and PR in the era of GEO, get in touch with us: bizdev@allegoryagency.co.uk 

Standing up to tough times – new insights on getting more from marketing and PR

Glowing green lightbulb surrounded by swirling abstract patterns, symbolising fresh insights on getting more from marketing

In today’s volatile economic climate, organisations face difficult decisions about where to cut costs. Communications and marketing budgets are often reduced—but could this approach inadvertently cause more harm than good?

Our latest report, Maximising ROI – cost-effective marketing and PR strategies in tough times, explores why protecting your communications and marketing investment is not just important but vital for long-term success. Drawing on extensive research and real-world examples, we offer practical, cost-effective strategies to help businesses make the most of every pound while navigating today’s uncertainties.

Understanding the challenges

High inflation, rising interest rates, and declining consumer confidence put unprecedented strain on businesses. Many organisations are making tough decisions to safeguard their operations in the short term. According to Gartner, marketing budgets dropped to 7.7% of company revenue in 2024—a 15% decline year-on-year.

While cutting communications budgets might seem practical, history tells us it can have unintended consequences. Research from Harvard Business Review shows that companies maintaining – or increasing – marketing spending during downturns achieve 25% higher growth after the recession than those that cut budgets. Similarly, Kantar highlights that visibility during challenging periods is critical, as businesses that “go dark” often face a slow and challenging recovery.

Key takeaways

Our report is designed to help organisations find cost-effective ways to maintain their visibility and protect their reputations. Here are some of the key insights:

  1. Thought Leadership and Quality Content
    • Even during tough times, organisations that invest in thought leadership establish and maintain trust and credibility. The 2024 Edelman-LinkedIn report found that 73% of decision-makers trust thought leadership content more than traditional marketing materials.
  2. Crisis Communications
    • Proactive crisis preparedness helps prevent minor issues from escalating into significant challenges. Transparent communication can create trust and demonstrate accountability when it matters most.
  3. Using Technology Wisely
    • While AI tools can improve efficiency, their effectiveness depends on the expertise of those using them. A balanced approach that blends technology with human expertise ensures better outcomes.
  4. Data and Evaluation
    • Data-driven evaluation ensures every pound spent delivers maximum impact. Identifying what works and reallocating resources to high-performing activities can make a big difference, especially when budgets are tight.
  5. Strategic Partnerships
    • Partnering with external agencies can provide lean internal teams with the expertise needed to achieve high-impact results without overstretching resources.

A practical approach

We understand that many organisations are under immense pressure. Our report aims not to add to that burden but to offer practical guidance on making smart, manageable investments that deliver real value.

The strategies we recommend are designed to work within organisational constraints, whether budgetary, time-related, or resource-driven. By focusing on what matters most—protecting your brand reputation and maintaining stakeholder trust—you can position your organisation to weather the current challenges and emerge stronger over time.

As our CEO, Charlotte McLeod says: “We’re starting 2025 with our paper on the role of sound, strategic communications and marketing at all times, but especially when the economic climate looks less than rosy. In researching and writing Maximising ROI, we’ve shown how organisations that maintain a public profile benefit more when recovery comes. We’ve gathered a host of insights and cost-effective recommendations that we hope will help make 2025 your best year yet.”

Why read the report?

If you’re responsible for budget decisions in marketing or communications, Maximising ROI offers practical, actionable advice to help you navigate these turbulent times.

You’ll read:

  • How to maintain visibility without overspending.
  • Why protecting trust and reputation is essential for long-term resilience.
  • Cost-effective strategies to achieve more with less.

With examples from organisations that thrived by prioritising communications during tough times, the paper provides a clear roadmap for making the most of your resources.

Take action

We know prioritising communications and marketing can be a challenge when resources are stretched. But the risks of cutting back—loss of trust, diminished visibility, and missed opportunities—can be far more significant in the long run.

Our paper offers practical steps to help you maximise the impact of your budget, even in challenging circumstances.

Download the Paper Now

If you’d like tailored support, Allegory’s experienced team can work with you to develop cost-effective, high-impact strategies that deliver results. Get in touch today for a no-pressure consultation.

Closing thought

In challenging times, every decision matters. Taking a thoughtful, strategic approach to communications and marketing can safeguard your organisation’s reputation, maintain critical relationships, and lay the foundation for a more secure future.

Creating and building a brand and voice for The UK Agri-Tech Centre

Brand for UK Agri-Tech Centre collage showing farmers, drone crop spraying and cattle with tagline about a resilient, global,

Allegory was approached to develop a brand, communications assets and guidelines for a new organisation – the UK Agri-Tech Centre. The centre was formed from the merger of three previous centres. Each one had loyal memberships and complex stakeholder networks. All of these had a significant interest in the launch. Our video received 100% positive feedback from these groups. It describes the UK’s largest independent agri-tech organisation, which has the ambition to become a Catapult. 

We provided strategic communications advice and PR support for the organisation. We helped to communicate the external announcement of the merger (in October 2023). In April 2024, we worked on the launch of the UK Agri-Tech Centre. Both milestones involved extensive liaison with the Agri-Tech’s funding partner, Innovate UK and the Department for Science, Innovation and Technology, with ministerial involvement.

Our response

First, Allegory held an in-depth branding workshop with the client team to develop the new UK Agri-Tech Centre’s core positioning and identify its key audiences. Following the workshop, we crafted a core mission, vision and purpose. We then built a key message house and developed tone of voice guidelines. These steps ensured that all communications were consistent and told a compelling story as the three centres merged to become one organisation.

Working with our partner design agency, Ergo Creative, we designed and delivered core marketing and communications materials. These included a brand strategy playbook, infographics, videos, social media assets, exhibition stand designs, leaflets and other marketing collateral.

Before the merger’s announcement, we partnered with Innovate UK to build a campaign for delivery across the press, social media, and the web. This included a press release and media sell-in, social media posts, a launch video, and a series of blogs to drive interest in the launch and educate key stakeholders about the aims of the new organisation.

A well-planned six-month editorial calendar supported this, along with social media posting guidelines, newsletter guidelines and a template press release. These materials enabled in-house teams to deliver consistent communications and build a steady drumbeat of momentum during the transition period.

Allegory then conducted extensive media research to inform the April launch communications strategy. Identifying a need to educate the farming media and broader community about the fundamentals of agri-tech and how it can help farmers improve profitability and productivity, we created the ‘What is agri-tech?’ campaign. This was delivered through blogs and editorial articles in key agriculture media.

Finally, we commissioned research with agriculture and food sector decision-makers to create content for the April launch. We drafted a report, The Future of UK Agri-Tech, which we launched to the media in April. The report content was also shared across the UK Agri-Tech Centre’s social media and owned channels to build its position as the leading voice on agri-tech in the UK.

The outcome

Allegory secured 30 pieces of quality media coverage, including an interview with Chairman of the UK agri-Tech Centre Peter Quinn on BBC Radio 4’s Farming Today programme. We placed articles about the growth of agri-tech in key vertical titles, including Farmers Weekly and Farmers Guardian.

The launch received 100% positive feedback from stakeholders, including the membership of the three original centres, preserving the heritage and credibility of the merged entities.

Online, the UK Agri Tech Centre quickly established more than 6k followers on LinkedIn. The April launch post generated 200 likes, 31 reposts and 12 comments. All the campaign blogs performed well, including the ‘What is Agri-Tech?’ blog, which received 2,188 views. The UK Agri-Tech Centre is outperforming several well-established peer organisations in the sector in terms of both engagement and new followers. The UK Agri-Tech Centre described these results as “very impressive, and in no small part thanks to the groundwork Allegory put in at the start.

Our campaign branding work has also been awarded the Silver Award for Employer Branding at the London Design Awards 2024.

“The ability of the Allegory team to understand our brief in lightning-quick time – and begin executing our requirements immediately –  was instrumental to the ultimate success of the merger and launch. Their experience in the UK’s innovation landscape and awareness of the needs of different stakeholders – from ministers to farmers – was invaluable. Working with Allegory was a pleasure and when challenges arose, they were always ready with solutions. We have been delighted with the high-quality foundations that Allegory created for ongoing communications activities, and the continuing success of the UK Agri-Tech Centre.”

Phil Bicknell, Chief Executive of the UK Agri-Tech Centre

Don’t get left behind: the race to influence starts now 

Empty running track finish line with numbered lanes, suggesting a race about to start, used as an allegory for the general e

Business seems slow for everyone. Politics in every sense of the word is the hold-up, as we wait for the election outcome. 

Patience doesn’t have to equal inertia, though it is tempting in this hot weather.

The reality is that whoever wins the election, the new government will have a post-election pause. It won’t be until late September at the earliest that businesses and organisations can meaningfully interact with those in Whitehall.

If you want to influence the new government on behalf of your community, stakeholders, or industry, what is the best way to plan and prepare this Summer?

Here is a plan of action. While new MPs’ offices and staff laptops are sourced, logins and passwords sorted, and ministerial teams settle in, you can get ready to make an early impact when October rolls around, party conference season begins, and business as usual resumes.

  1. Take this seriously: This is the time to bring together your best minds, develop your best strategic thinking, and create compelling content that evidences it. You want to end up with a ‘fish where the fishes are’ thought leadership plan that covers the rest of 2024. This might be a refined version, or you might need to start from scratch. Either way, get started. 


  2. Make ideas tangible: You need content ready to go at the start of September. You need materials that prompt conversations with different audiences at different points throughout September, October, and beyond. But let’s not get ahead of ourselves. Think about the best way to present your ideas and how to measure impact. Create a content plan. Know what your version of success looks like.


  3. Test and refine: Don’t develop content in an echo chamber. Speak with trusted sources, stakeholders and partners, and experts. Get feedback, test, and iterate. Get people ready to support you publicly because your thought leadership content is so good. 


  4. Work with the media: When the content and advocates are in place, start speaking to the media. Take a slow boil approach, and work with a small number of journalists to craft different story angles that support your overall messaging. Don’t worry if coverage doesn’t land until late September/October. It’s about quality in the right media. 


  5. Get talking: Ideally, you want a drip feed of coverage running from September through October and November. This creates a lasting digital footprint of your thought leadership that others will notice and you can reference. You can use this to great effect during the October party conference season; securing closed conversations and media interviews on-site at the conferences and offsite afterward.

If all this seems a bit much when the sun is shining and England is fighting to stay in the Euros, remember something is always better than nothing. 

In this process, we start clients off with a short, fun ideation session, drawing out their best ideas and talking points, which we research to source internal and external evidence and proof points. If there is more time (and appetite among senior leaders and experts), we host a half-day workshop or deliver a series of 1-2-1 interviews. 

We mine your talent to unearth golden thought leadership nuggets that boost brand awareness, get conversations started, and increase your influence. 

Will you be ready for the dawn of a new government? September comes around quickly and hopefully it’s not just tan lines that make you stand out.

If you would like to find out more about Allegory, please get in touch via bizdev@allegoryagency.co.uk

Election manifestos and higher education

Empty university lecture hall with rows of wooden seats facing a stage, illustrating election manifesto discussion on higher-

With the launch of Labour’s 2024 election manifesto yesterday, the battle lines have been drawn for the parties’ pledges around higher education and skills.

Labour’s manifesto has a big focus on skills in a bid to win support, with a pledge to establish a Skills England body to simplify the complex and often confusing skills landscape for employers and learners, and a transformation of the apprenticeship levy into the Growth and Skills levy. 

While the Labour manifesto is light on funding detail for higher education and university policy, it boldly states the current funding model isn’t working for students, universities, or the taxpayer. Their manifesto promises a Labour government will “act to create a secure future for higher education” and “will work with universities to deliver for students and our economy.” That wording is key – an indication the party wants to work collaboratively with the sector to find solutions and safeguard higher education and HEIs, in contrast to the Conservatives’ briefings about the regulator closing ‘rip off’ degrees and fuelling media coverage of ‘Mickey Mouse’ courses.

The Conservatives created intense debate earlier this month with their plans to close so-called low-value undergraduate courses to fund 100,000 more apprenticeships. Many criticised the policy as a simplistic view of post-18 education as either a degree or an apprenticeship pathway. The proposed policy also stoked fears that the arts and humanities would again be negatively impacted by cuts. The universities that have reacted publicly have pointed to the fact that many HEIs already offer a wide range of degree apprenticeship options to students, combining degree-level study with vocational skills training. 

The Liberal Democrat manifesto promises a review of higher education finance in the next Parliament. They want to consider any necessary reforms in the light of the latest evidence of the impact of the existing financing system on access, participation and quality, and to make sure there are no more retrospective raising of rates or selling-off of loans to private companies.

It’s perhaps no surprise both Labour and the Lib Dems have steered away from big university funding promises in their election manifestos. The Lib Dems have suffered long-term reputational damage with the public and the media after the party broke their 2010 election manifesto commitment to oppose an increase in student fees while they were in government as part of the Conservative – Liberal Democrat coalition. 

The ramifications from that particular university policy u-turn is a stark reminder of how important education, university and skills policy is to voters. 

If you would like to find out more about Allegory, please get in touch via bizdev@allegoryagency.co.uk

Building trust and authenticity through thought leadership

Professional headshot of a confident business leader outdoors, supporting an article on thought leadership

By Charlotte McLeod

Half of C-Suite executives say high-quality thought leadership has more impact on their purchase decision-making during economic downturns than when times are good. But there is often confusion about what thought leadership is, what good looks like, how it should be used, and even who is the right ‘voice’ for it.

Thought leadership is a formidable weapon in any organisation’s trust armoury. When it is authentic and credible, thought leadership content reinforces clients’, customers’ and employees’ positive perceptions of a company. It reinforces the ‘trusted partner’ image. Research reveals that 75% of decision-makers say that thought leadership content has prompted them to research products or services they had not previously considered. It is much more trusted by this audience, which includes the C-suite, than marketing materials or product sheets.

Thought leadership is critical not only to attracting and retaining new customers but also to helping competitors steal one another’s existing business. Thought leadership can also help to cross-sell or upsell existing customers, particularly for lesser-known offerings.

What is thought leadership?

 Effective thought leadership has three key attributes: it cites strong research and data, helps audiences to better understand their organisational challenges, and offers concrete guidance. 

 At Allegory, we demystify the thought leadership process by working closely with senior management teams to identify exactly what their target audience wants to hear about, what a business wants to say, and where the best voices for thought leadership can be found within it.  

 70% of C-suite executives said that thought leadership had led them to reconsider their current supplier relationship. About half (54%) said thought leadership made them realise other suppliers might better understand their challenges and needs. 

 Put simply, thought leadership usually comes in the form of editorials, which might appear in mainstream newspapers, specialist media, selected blog sites or B2B publications. As the name suggests, the main purpose of these articles is to establish an organisation, or an individual within it, as at the forefront of ideas, innovation and leadership.

 Thought leadership offers a very different opportunity than a news story or press release, as it is part of an ongoing strategy to grow brand recognition alongside that of the personalities within an organisation. The more you use thought leadership, the more your profile is raised, which leads to yet more opportunities. It truly is something that can snowball when done right. That editorial in a trade publication can be used to leverage a similar article in a national newspaper, which in turn can lead to an appearance on Sky News or BBC radio. 

How Allegory works to develop thought leadership

 Thought leadership is, of course, all about pushing ideas forward and (hopefully) changing minds, whether those are of those you wish to influence, from customers, funders and investors to government ministers. But it also creates a footprint of an organisation’s philosophy and ideas, increasing Google profile and visibility with decision-makers nationally and globally. Some leaders don’t want to put themselves out there in this way, but we believe that this is a mistake. To dismiss this relatively new way of speaking to your audiences is to waste a channel that can bring great rewards. 

 At Allegory, we work closely with organisations to hone and develop their thought leadership profile. This means identifying which ideas need to come to the fore, who should be expressing them and who the business needs to speak to. We research audiences and publications, using our extensive media contacts to find the right home for opinion pieces, profiles and commentary. 

 We also speak the language of the press. Just because you are a strong leader it does not follow that you already have the skills for this kind of work. We can have as much or as little input as works for you, whether that is ghost-writing editorials, collaborating or simply tidying them up before submission.

 The interpersonal relationship with thought leaders is an important one, but also one we handle with expertise and sensitivity. We recognise that those we are working with are the experts in their field, so we use our own experience to bring that out while keeping the elements of individuality that make leaders who they are. 

If you can be bold, controversial or break new ground with ideas then so much the better. After all, a national newspaper editor won’t want to simply give you a platform to talk about your new widget, new educational programme or report unless you can offer something that readers will read, digest and discuss. 

For example, in our work with the Open Data Institute, we would not dream of claiming the kind of practical and academic expertise that the founder of the world-wide-web, one of the UK’s pre-eminent experts on AI or any other members of the extensive senior team have in data infrastructure. But we can hone the way that they put those ideas across, edit to the house style of a national newspaper and speak to top editors about what topics they would most like to hear about.

Value of thought leadership

 One-off thought leadership can generate new business enquiries but it is unlikely to shift perceptions on a large scale – it takes time and effort and needs to be a well-resourced programme, with organisations prepared to invest in a topic and themes over the long term.

 The people and organisations who create thought leadership do so to increase positive sentiment among potential clients (55%), get leads to reach out for more information (48%) and get potential clients to consider their services (40%).

 As with all earned media, we believe that this will always have a more powerful impact than advertisements or advertorials. When you are being reported in the news or, more importantly, expressing your opinions in the opinion columns of the Financial Times, Guardian or Daily Telegraph then people notice and they pay attention. 

 It is impossible to put a financial value on an editorial, but even that real estate on the page would be into the £1,000s. Never mind the value of being able to speak directly to policy-makers, the public and other media. Thought leadership shows potential employees, investors and customers that your organisation is active, influential and opinion-leading. It is part business development, part publicity, part influencing and part brand building. 

 Thought leadership is also an economical way to exploit changes in the way that the media works. Journalists are often overworked, underpaid and trying to hit targets for clicks, conversions and content. Gone are the days when they could spend days on one story, as they chase the page views with often onerous targets. So, providing readymade thought leadership, be that as whole editorials or prepared quotes, saves a lot of time for writers and editors. 

Finding the right voice for your thought leadership

 Who delivers the thought leadership matters. The key is to focus on this particular topic, who within your organisation would be viewed as the most credible expert – credibility matters more than the job title. And yet many businesses automatically assume it should always be the CEO.

The more shares and discussion that you can inspire the happier the editor will be and the more likely that they will ask you to write for them again. At Allegory, we recognise that this can often be a difficult path to walk, but we are experts in offering counsel on just how to do that, balancing the strength of opinion within the bounds that individuals or organisations are comfortable with. We know that shareholders and stakeholders matter far more to a business than media coverage for a manufactured controversy. 

In short, we believe that thought leadership is something that every business, charity, university or organisation needs in their arsenal. There are far too many advantages for it to be ignored or something that you can leave to rivals. It is a way to speak directly, forthrightly and in your voice. And there can be few ways of communicating that are more satisfying or more valuable. 

 If you would like to hear more about how Allegory Communications has worked with clients to help them become thought leaders and how we could do that for you, please get in touch via bizdev@allegoryagency.co.uk

Measuring Impact

Richard Bagnall headshot next to Allegory Agency banner for Why Data Drives Reputation, Chapter 6: Measuring Impact.

By Richard Bagnall, Co-Managing Partner, CARMA and former-AMEC Chairman

A heightened focus on accountability and proving return on investment has left comms teams trying to do as much as possible, with as little as possible, whilst delivering the biggest organisational value. Yet many PR and comms teams still have not fully embraced measurement best practice or applied it to their organisations.

There are plenty of barriers in the way. Some practitioners are unsure where to start, others are battling internal culture or data silos. Securing the buy-in of senior leadership has been shown time and again to be a critical hurdle to overcome.

PR is not alone in feeling this heightened pressure. The 24/7 business environment, disrupted media, escalating crises and increasingly tight deadlines have seen pressure mount across the many facets of critical work that we do. There’s always more work to do with less time and fewer resources.

Do, plan and measure what’s meaningful

Ironically, the busier we are, the less time we have for the things that can make us more efficient: planning, prioritising and aligning our activities with business priorities. If we are too busy getting on just ‘doing stuff’, the temptation to simply ‘count stuff’ can then seem compelling. This risk is compounded by the proliferation of automated portals and SAAS platforms with their pretty dashboards, inflated numbers and real-time charts making ever bigger claims about what their automated systems actually do. 

PRs dirty secret is that some agencies often don’t plan properly. They may just undertake activity and try to get coverage. But they don’t take a step back to decide what the plan is and how that can be measured. Having a proper plan you measure meaningfully against means you understand where you are going and what you have achieved. The best agencies understand that and if you want to match them then so do you. 

Measuring what matters requires a clear and demonstrable link between communication strategy and what is most important to the organisation. Remember, the number one rule in measurement and evaluation is just because you can count it doesn’t mean that it matters. Take a step back to understand your organisation’s business objectives as a starting point for measurement and ascertaining how activity actually contributes towards their achievement. Get tech-informed and data-enabled. 

Technology lends a hand

Technology can enhance every aspect of the way we work and has a huge role to play in media intelligence. But what is critical is that comms professionals know where their data comes from, what the tech does with it, where they can trust it and where it falls short. Where teams rely on Artificial Intelligence (AI) and automation to take the entire strain, we end up with messy, fragmented data. 

The PR tech stack and automated media intelligence alone are not going to magically provide the full picture. It takes getting back to basics and applying critical thinking. This means researching, establishing benchmarks and appropriate targets, defining a plan, as well as excellent strategic and tactical execution. You then need measurement beyond activity-based counting, that links through to the organisational effects that are driven as a result of our work. If we continue to measure based on activity-driven metrics, we are just busy fools. We have to measure and use data appropriately to measure based on outcomes that support our objectives.

Tap into the right resources

All this can seem easy to say, but how do we start to overcome the challenges and measure better? As well as my day job at CARMA, for the last six years I have been chairman of the evaluation industry global professional body AMEC. AMEC’s primary focus is to support education and drive best practice in the communications evaluation sector. It is known for setting standards, particularly the Barcelona Principles, which offer a set of seven practical guiding values for meaningful and relevant measurement.

These Principles set out a broad view of what good practice should entail, but they don’t show how to apply that in your own organisation. For that reason I led the team that created AMEC’s Integrated Evaluation Framework. This interactive tool provides all of the guidance and support that you need to create your own meaningful measurement programme, providing a consistent and credible approach that works for organisations of all sizes. Importantly, it can be tailored to very specific use cases, campaigns and objectives. 

Unlock the power of data storytelling

In the years ahead, it is crucial we use measurement to prove that PR is not just a cost-centre undertaking activity, but a genuine value creator, supporting and driving desired organisational outcomes. Even the rise of in-house Insight departments shouldn’t take the data out of the hands and minds of communicators. 

We need clear plans, established benchmarks, KPIs and SMART targets for success. We need measurement that speaks the same language as the organisation’s leaders and provides a meaningful report of achievements. We need to allocate time and effort to measurement as a strategic foundation for planning and course correction to ensure we are getting it right. 

Organisations that can truly unlock the power of data, and PR professionals that can make sure their efforts are accurately represented, will surely have the upper hand.

If you would like to hear more about how Allegory Communications have worked with clients to help them become thought leaders and how we could do that for you, please get in touch via bizdev@allegoryagency.co.uk.

Earned media: the power of thought leadership

Charlotte McLeod, CEO of Allegory, alongside text promoting Chapter 5 on earned media and the power of thought leadership

By Charlotte McLeod, CEO, Allegory Communications

Thought leadership has become a buzz phrase over the last few years, as business leaders look to get their voices heard above the constant hum of social media and a full news agenda. But there is often confusion about just what thought leadership is and how it should be used. Is it a chance for the CEO to pontificate about their pet projects, one more trend that will be forgotten alongside the Snapchat account, or a genuine chance to engage with audiences and put ideas across in a new way?

What is thought leadership?

At Allegory, we have become adept at identifying when clients stand to benefit from using thought leadership, as well as how and where to place it. We also demystify the process, working closely with senior management teams to identify where the best voices for thought leadership can be found, as well as exactly what it is a business wants to say. 

Put simply, thought leadership usually comes in the form of editorials, which might appear in mainstream newspapers, specialist media, selected blog sites or B2B publications. As the name suggests, the main purpose of these articles is to establish an organisation, or an individual within it, as at the forefront of ideas, innovation and leadership.

Thought leadership offers a very different opportunity than a news story or press release, as it is part of an ongoing strategy to grow brand recognition alongside that of the personalities within an organisation. The more you use thought leadership, the more your profile is raised, which leads to yet more opportunities. It truly is something that can snowball when done right. That editorial in a trade publication can be used to leverage a similar article in a national newspaper, which in turn can lead to an appearance on Sky News or BBC radio. 

How Allegory works to develop thought leadership

Thought leadership is, of course, all about pushing ideas forward and (hopefully) changing minds, whether those are of those you wish to influence, from funders and investors to government ministers. But it also creates a footprint of an organisation’s philosophy and ideas, increasing Google profile along with visibility with decision-makers nationally and globally. Some leaders don’t want to put themselves out there in this way, but we believe that this is a mistake. To dismiss this relatively new way of speaking to your audiences is to waste a channel that can bring great rewards. 

At Allegory, we work closely with organisations to hone and develop their thought leadership profile. This means identifying which ideas need to come to the fore, who should be expressing them and who the business needs to speak to. We research audiences and publications, using our extensive media contacts to find the right home for opinion pieces, profiles and commentary. 

We also speak the language of the press. Just because you are a strong leader it does not follow that you already have the skills for this kind of work. We can have as much or as little input as works for you, whether that is ghost-writing editorials, collaborating or simply tidying them up before submission. 

The interpersonal relationship with thought leaders is an important one, but also one we handle with expertise and sensitivity. We recognise that those we are working with are the experts in their field, so we use our own experience to bring that out, while keeping the elements of individuality that make leaders who they are. 

If you can be bold, controversial or break new ground with ideas then so much the better. After all, a national newspaper editor won’t want to simply give you a platform to talk about your new widget, new educational programme or report unless you can offer something that readers will read, digest and discuss. 
For example, in our work with the Open Data Institute we would not dream of claiming the kind of practical and academic expertise that the founder of the world-wide web, one of the UK’s pre-eminent experts on AI or any other members of the extensive senior team have in data infrastructure. But we can hone the way that they put those ideas across, edit to the house style of a national newspaper and speak to top editors about what topics they would most like to hear about.

Tell me about the value of thought leadership

As with all earned media, we believe that this will always have a more powerful impact than advertisements or advertorials. When you are being reported in the news or, perhaps more importantly, expressing your opinions in the opinion columns of the Financial Times, Guardian or Daily Telegraph then people notice and they pay attention. 

It is impossible to put a financial value on an editorial, but even that real estate on the page would be into the £1,000s. Never mind the value of being able to speak directly to policy-makers, the public and to other media. Thought leadership shows potential employees, investors and customers that your organisation is active, influential and opinion-leading. It is part business development, part publicity, part influencing and part brand building. 

Thought leadership is also an economical way to exploit changes in the way that the media works. Journalists are often overworked, underpaid and trying to hit targets for clicks, conversions and content. Gone are the days when they could spend days on one story, as they chase the page views with often onerous targets. So, providing readymade thought leadership, be that as whole editorials or prepared quotes, saves a lot of time for writers and editors.

Finding the right voice for your thought leadership

The more shares and discussion that you can inspire the happier the editor will be and the more likely that they will ask you to write for them again. At Allegory, we recognise that this can often be a difficult path to walk, but we are expert in offering counsel on just how to do that, balancing strength of opinion within the bounds that individuals or organisations are comfortable with. We know that shareholders and stakeholders matter far more to a business than media coverage for a manufactured controversy. 

In short, we believe that thought leadership is something that every business, charity, university or organisation needs in their arsenal. There are far too many advantages for it to be ignored as this year’s trend or something that you can leave to rivals. It is a way to speak directly, forthrightly and in your own voice. And there can be few ways of communicating that are more satisfying or more valuable.

If you would like to hear more about how Allegory Communications has worked with clients to help them become thought leaders and how we could do that for you, please get in touch via bizdev@allegoryagency.co.uk.