Lessons we can learn from Marriott’s Anti-Islam Tweet and Nike’s Iran Boycott Crises

It’s rare for brands to deal with a reputational crisis so openly in the Middle East. Last week, we had two issues happening at once. First up was Dubai’s JW Marriott Hotel, which took the decision to part ways with celebrity chef Atul Kochhar after he wrote a tweet that offended many Muslims (the offending tweet is below, and you can read the back story here at the Khaleej Times). The hotel terminated Kocchar’s deal with its well regarded Rang Mahal restaurant.

“Following the recent comments made by Chef Atul Kochhar, we have taken the decision to end our agreement with him for Rang Mahal. With the termination of our agreement, Chef Atul will no longer be associated with the restaurant,” Bill Keffer, general manager of the hotel, told Gulf News.

Atul tweet

Atul’s tweet was highly criticized, both by individuals as well as the Marriott itself.

The second reputational issue was faced by Nike. Days before the beginning of the World Cup, Nike announced that it would not be providing equipment (think boots) to the Iranian football team.

“U.S. sanctions mean that, as a U.S. company, Nike cannot supply shoes to players in the Iranian national team at this time,” a company statement said.  “Sanctions applicable to Nike have been in place for many years and are enforceable by law.”

Unsurprisingly, the decision hasn’t gone down well with fans of the Iranian football team, as well as the team’s coach, Carlos Queiroz, who criticized the timing of the announcement.

There are two basic lessons that we can take from the situations Nike and Marriott found themselves in.

1. Do/Continue your Due Diligence – While the Marriott moved quickly to tackle the crisis, the question must be asked of the due diligence undertaken on Atul Kochhar’s views. Every time an agreement is undertaken, the in-house team/agency must check the influencer’s/celebrity’s background, including their social media. And they must ensure that they’re on top of anything which may be perceived as being controversial. Many have pointed to Atul Kochhar’s social media posts prior to last week’s outburst, posts which could be seen as being Islamophobic (the below is just one example of this). While hindsight is a wonderful thing, the Marriott team could have developed an insight into Atul Kochhar’s views through monitoring his social media posts before he wrote something that would have caused the brand reputational damage. This month’s crisis may have been averted.

2. Foresee issues and tackle them proactively – Our role as communicators is to understand what is happening in the outside world, and bring those insights to senior management. We have to be social and political analysts, and we have to be able to monitor issues and foresee the outcomes that will impact our organizations, and work proactively to ensure that an issue doesn’t become a crisis. How Nike’s communications team didn’t foresee what could have happened re Iran and US sanctions is beyond me, as is the possibility for Nike to apply for a permission to be able to supply the team with equipment (boots). It was a major miss, and handed rival Adidas an open goal.

Do you have any additional insights from these two issues? What are your thoughts? As always, I’m happy to hear them. Till then, take care!

Lessons from Cannes (and other awards) on what makes for great PR campaigns

There’s an art to creating great communications campaigns (image source: Cannes Lions)

I’ve just finished judging hundreds of entries for the Cannes Lions. The experience has been overwhelming, not just due to the amount of work submitted but also due to the work’s quality. I’ve judged for years, and there are few competitions that come close to the overall level of excellence (I’d say the Effies, the IABC Gold Quills, and the Holmes Report’s Sabres).

Throughout all of my judging experiences, there’s a couple of simple lessons that communication professionals need to bear in mind. These four steps will help create powerful campaigns that should be worthy of putting into any top-tier awards competition.

1. The Why – Is What you Want to Say Powerful Enough?

First of all, why do you want to communicate. Are you launching a new product, or do you want to improve your company’s reputation. The clearer you are on why you want to engage, the simpler it will be to come up with a narrative that your audience will understand. There’s got to be a strong purpose to your communications, which then links into the second step.

2. The Insight – Listen to your Audience

You know why you want to communicate, but how does your narrative tie into the interests of your audience? Far too often communicators don’t take the time to listen and observe their publics, and simply go out, all guns blazing, with messages that don’t resonate. Powerful insights connect your audience with your narrative in a way that engages them and makes them want to listen to you. If you don’t do this well, your campaign won’t cut through the thousands of messages that we process on a daily basis, and you’ll have made no impact whatsoever. Take your time, do your research, and get out of the office (and off the Powerpoint presentations) to understand what your audience cares about and how you can tap into those emotions. In other words, bring the outside in.

Bold communicators are also ready to tie in their narrative with social issues. This isn’t always easy, and can alienate certain groups if your target audience is the public. However, as business becomes more politicized, I expect communicators (and organizational leaders) to realize that companies can’t shy away from taking a stand on issues that matter both to them and their stakeholders.

3. The Strategy & Execution – Go Personal or Go Mass, Blend Online with Offline

Now we get to the fun part, which can make or break a campaign. No matter now good your planning and research is, all your audience will see is the execution of your strategy. Effectively, what do you want your communications to achieve and how are you bringing it to life?

There’s a couple of themes I’ve noticed of late. Either campaigns go as big as possible during their execution, and include as many people from the target audience as possibly during the execution itself (this is different from sharing the campaign’s content). Or, they execute an execution with a handful of people, and use that content to tell a person narrative. Both can work very well if tied in well enough with the brand/product narrative and with the audience insight.

What’s also not surprising is how the best campaigns are using both online and offline mediums to amplify the narrative. Print, radio and television plays a role in engaging an audience, whilst digital keeps the engagement alive and allows for dialogue. Some of the most recent campaigns I’ve seen also use dark social; one smart team were creating content solely to be shared on WhatsApp. I expect this trend to gather pace as communicators realize the power of one-to-one or one-to-a-few messaging platforms.

Another noticeable trend is the use of paid media to boost the reach of content. The social media platforms have become masterful at ensuring we have to spend money to reach our audience, no matter how good the content. Influencers help to mitigate the anti-viral nature of social media platforms. Either way, it’s going to cost more to reach your target audience today online than it would have done a couple of years ago. At the very least, creating content has never been easier (or cheaper).

4. The Measurement – Use Indicators that Align with the Business (not AVEs)

Finally, how do you prove your success? The most common measurement was AVEs or advertising value equivalency. Communicators are dropping this measure, but at a rate which is slower than I’d like. Most of the work I’ve judged this year uses AVEs. Another common measure is impressions, basically the number of people exposed to the message.

Smart communicators are shifting to more meaningful indicators. A simple one which does crop up more frequently is sentiment, either in traditional media or online. Communicators are also borrowing from their marketing colleagues, and are using some digital metrics (engagement, CTRs etc), as well as brand measurements focusing on reach and response Brand measurement helps us understand if the campaign has won viewers’ selective attention and leave a brand-associated impression and if the campaign has triggered a change in behavior or attitudes favorable to the brand.

The ultimate measures are those which are tangible. Has the campaign helped sales, has it raised more money? Has the campaign resulted in a behavioral shift, has it resulted in new regulations? Some communicators are capturing and sharing this, but it’s still only a small percentage (I’d say single digits). This needs to change, especially if communications is to be seen as a strategic function within organizations.

Here’s my four pointers to what makes for an award-winning campaign. As always, I look forward to hearing your inputs. Please do share your thoughts with me.

And best wishes for all those who have entered this year’s Cannes Lions! There’s some outstanding work.

Have the Gulf’s Media had enough of Facebook & Google? Or are they too late?

journalism-john-oliver-man-repeller-feature

Can print survive in an era of digital dominance? And is the Gulf’s print media ready to adapt to stay afloat? (image source: http://www.manrepeller.com)

If you thought being a publisher was tough in the US or Europe, then try life in the Gulf. Over the past couple of weeks the Editor-in-Chief of the largest English newspaper in the Gulf, the Gulf News, has written two op-eds lambasting the likes of Facebook and Google for essentially taking advertising revenues away from the local papers whilst offering little news in return. Entitled “Stop the local media from bleeding”, Abdul Hamid Ahmad’s first piece spoke of the need to help newspapers from going under due to a decline in ad revenues. In his own words:

In these tough times and the rough waters that all media are treading through — be it the print, online, television and radio — something has to be done to save and secure the future of these media houses.

Here I mean the local media — the one that have grown with the country for the past four decades and established publication houses. They are a part of the UAE’s legacy; they are a part of the fabric of society.

Here in the UAE, we have several titles in Arabic and English – some are owned by the government and others by the private sector.

Most of these are newspapers that have online editions – the online editions being extensions of the print publications.

But looking at them over the past three years makes me feel very sorry and sad.

I am talking about the fact that they are being dried up financially and forced to near closure.

I have been in the business of journalism for more than 35 years now. I have grown from a reporter to copy editor to section head, managing editor to Editor-in-Chief and Publishing Director. I have never seen our media in such a miserable situation as today.

Gulf News’ Abdul Hamid followed up this piece with a second a week later, calling for a levy on online ad platforms which could be used to support local media.

I wonder how much Google, Facebook, Amazon and other global titans pay for licence fees in the UAE?

I assume they pay a similar amount like other companies despite the revenue they make from the market…

Amazon pays a similar amount to the grocery next door. And Facebook pays a similar amount to a barber shop in Satwa…

First, we must implement some of the steps that countries such as France have taken — reduce taxes on local media outlets and raise fees payable by these giants that is equal to their stature.

Their giant status and businesses must attract taxes that are commensurate with their size and volume of trade.

Second, governments can step in and support national media in difficult times such as now and help them survive.

This can be done either through direct financing by the government or by instructing big local companies — governmental or semi-governmental — to advertise in local media, instead of changing their structure of payments and giving these giants big money and leaving only a few pennies for local media.

Priority on ad spending should be on the national media and not on international media.

Other steps could also include exempting local media from some taxes.

In fact, in doing this, it will not just benefit newspapers and news organisations, but it will be in favour of national interest and sovereignty.

Because if we do not have our own media, we will not have our own voice when we need it. National media is needed as a matter of national security.

It preserves our identity and social and cultural values — hallmarks of a vibrant society.

Others have joined in, calling for more support for local publishers (have a read of this piece by Aby Sam Thomas, Editor-In-Chief at Entrepreneur Middle East, as well as this piece in the Saudi-based English-language daily Arab News).

On a recent trip to Saudi, the pressures on the local print media were openly talked about. Some journalists spoke of fewer print staff, others that the government would have to step in and subsidize the newspaper industry.

Supporting Local Media

The Gulf’s media isn’t unique in this challenge. Newspapers have been going out of print for years, particularly in places such as the United States; almost 500 newspapers were shut down in the US between 1970 and 2016. Advertising, the main source of revenue, is drying up, and newspaper circulations are dropping. Digital news sites aren’t making up for the shortfall in revenues either.

So, what’s the answer? More and more publications are charging their readers for accessing content. This is a brave decision, especially in a time when the media has become commoditized and services such as Google News offer up the same story.

Charging for content requires publishers to invest in their media staff and produce unique journalism that readers are interested in. This is another challenge that the Gulf’s newspapers will need to face up to. Most of the newspapers are government owned, and they cascade news down from officials to the public. Newspaper management across the Gulf are going to have to start producing content that readers are interested in, as it’s going to be the readers who will pay for that content.

Then, there’s the question of advertisers. Advertisers have shifted online for logical reasons. Online gives them reach at rates that make sense. Online advertising is real-time, the return-on-investment can be more easily measured, and it allows for a simpler path to purchase.

Newspapers such as the Guardian have been quick to adapt themselves to the needs of advertisers, blending trust in their reporting with the requirements of advertisers, to come up with new mediums such as native advertising. If newspapers are to win back advertisers, they’ve got to look to new advertising solutions that readers will also be interested in (if anyone wants ideas, they could have a look at what the New York Times is up to).

An Online Ad Tax?

I doubt that the governments in the region are going to step up and start levying fees on the likes of Facebook and Google, especially when they’re lobbying for these firms to invest more locally to help develop the local tech sector (the operations of these firms are primarily sales).

To date, the only major publication to close down in the UAE was 7Days, which was a privately-owned paper that pushed the boundaries of reporting on more than one occasion. Other privately-held news formats have also struggled, with the owners of the Doha News having to sell their site due to reporting restrictions.

What I have no doubt of is that there’s nowhere near enough investment in journalism, particularly reporting that readers want to see. Consolidation in the industry is inevitable, and it’ll only happen sooner if the media industry isn’t willing to adapt and change. And that will be a loss for us all, particularly for those working in public relations and communications. For me and for anyone who understands communications, print media still matters.

Zain Ramadan’s ad, the MBC ban and how politics & business mix in the Middle East

This week Zain put out its Ramadan ad. The Kuwait-based telecommunications company has a reputation for mixing politics into its messaging during the holiest month of the year for Muslims. The company’s advertisement last year, which took on the issue of extremism through a portrayal of suicide bombings and terrorist attacks, became a viral hit in the Arab World.

This year, Zain’s timing is impeccable. The topic of the video is Jerusalem. You can watch the video below (it’s subtitled and includes a couple of nifty cameos by global leaders such as Angela Merkel as well as Donald Trump). There’s also a good description of the video and its context provided by The National’s Naser Al Wasmi. Already there’s been two million views of the video in less than two days.

Zain’s stance on political advertising is unusual. While there’s been a movement in the West for companies to take a stand on political issues that were once deemed to be off-limits (for example, immigration in America), companies in the Middle East rarely speak about wider societal issues.

While Zain’s latest Ramadan video may prove popular with many (Zain has operations in eight countries in the region, including Jordan, Iraq and Lebanon), there’s been reports in the Kuwaiti press that the MBC Group, the largest satellite television station, has banned the airing of the ad on their stations during Ramadan. MBC, which is Saudi-owned, banned the airing of Turkish soap operas in March of this year, a decision which surprised many given the popularity of Turkish dramas across the Middle East but which must be viewed in light of recent Saudi-Turkish relations.

Zain’s Ramadan ad is a rare example of a Middle East business taking the brave decision to use its media voice to take a stance on a political issue. But as has been shown by MBC and other voices online, it’s neither easy nor simple to take on a political issue in a region which is already politically divided across multiple fault lines.

A how-to on the UAE’s “Social Influencer” Licensing & three outstanding questions

It’s almost Ramadan, the time of year when we post and pray. This year’s Ramadan may be a little different, possibly more stressful for some. Under regulations introduced in March by the UAE’s National Media Council (NMC), those making money to promote brands will need to be signed up with an e-media license by June or else face fines and other sanctions.

In the rest of this post, I’ll share the definition of what is an influencer as per the NMC, the process to get certification, as well as three questions I have on issues which maybe aren’t addressed or which have not been talked about. Thank you to Lexis Nexis and Fiona Robertson at AlTamimi for the below.

Who is an “influencer”?

The legislation is straightforward as to who is covered. To quote from the National Media Council:

“Any person who practices the above-mentioned media activities on Social Media, on a commercial basis, shall obtain a prior license from the Council, provided that:
1. It shall have an account on the generally recognized Social Media;
2. Ads that are presented on Social Media shall be subject to the advertising standards that are applicable at the Council;
3. Social Media accounts’ owners who offer paid advertising services shall obtain a license from the National Media Council in accordance with the applicable regulations in this regard and hereunder.
4. The account owner is responsible for the content of the account.”

 

The resolution covers all electronic media across the country. And the NMC defines electronic advertising as “any paid or unpaid form of presentation or promotion of ideas, goods or services by electronic means or network applications”.
For a person to get an e-media license, they’ll also need a trade license. The cost of both will be a minimum 30,000 Dirhams depending on where you buy your trade license (the e-media license is 15,000AED).

How do you get a License?

Below are the requirements and the process to follow to apply for an e-media license:

e-media license

The three questions

I’m sure there’s lots of questions from people who work in the marketing and communications industry on this new legislation. My three are:

  1. How does this cover children? There are some child stars in the US who have made millions from social media. Think of “Toys Review for kids by a kid!, for example (the six year-old child and his family have made in excess of 10 million dollars). Does the legislation cover this? There are young social media players here such as Rashed Belhasa who I assume are putting out paid content.
  2. What happens to those pushing out content on behalf of employers? The definition of electronic advertising is wide enough to ask me this question. Many employees share content from their employers. I’m assuming this won’t come under the purview of the NMC, but it’d be good for them to explicitly say so.
  3. Is this a blow to the concept of micro-influencers? The idea of people with smaller followings online, say 20,000 on Twitter and Instagram, working with brands has become popular over the past year. Often these people don’t take much money in return for sharing any content or working with a brand. Would they be able to afford the licensing? In addition, would an influencer agency want to take them on board, and bevvy up the cash with the prospect of getting a lower return than working with someone more established, with stronger brand appeal and a greater number of followers?

I guess we’ll find out how this all plays out soon. In the meantime, Ramadan Kareem!

Dubai’s new volunteering law – the basics and what it means for you

Volunteering in the UAE has become more common, but it’s not clear what impact the law will have on volunteer numbers (image: Time Out Abu Dhabi)

Last month Dubai introduced for the first time legislation covering volunteering in the Emirate. The new law, which was passed a week ago, will impact both the public and organizations who want to donate their time and skills for free to local charities.

I’ll share information on the new law below from Gulf News, as well as analysis on the law at the bottom. As the law is now in effect, if you want the most up to date advice you will need to reach out to Dubai’s Community Development Authority (CDA) which is charged with its implementation.

Competencies 

The law grants the CDA a number of specialisations and jurisdictions regarding voluntary work, which include drawing up plans and public policies for voluntary work in Dubai and supervising their implementation, as well as encouraging public and private bodies and enterprises to launch voluntary work initiatives in Dubai.

The authority will also be responsible for approving the template for voluntary work agreements in coordination with bodies accepting volunteers, in addition to setting up a database to register volunteers in the emirate. (my emphasis here)

Analysis – All volunteering must be part of a wider agreement, and all volunteers must be logged into a database by the CDA.

Specialised volunteer work 

The law specifies that certain qualifications, expertise and conditions are required when it comes to specialised volunteer work, and specialised volunteers will need to have a license and the necessary permits from relevant bodies.

The CDA will issue licenses for specialised volunteer work when it ascertains that all conditions listed in this law have been met.

Analysis: If you’re a specialist (say a lawyer, or an accountant) then you’ll need to get permissions from the CDA (and other bodies) before volunteering. It’s not clear what other bodies the law is referring to here.

Volunteering teams 

Volunteers can set up teams, according to the law, on the condition that the team is registered in the official CDA database, and the nature of these teams, as well as terms and conditions that they should meet, will be set through a resolution issued by CDA’s Director-General.

Volunteers or volunteer teams are not allowed to collect donations or announce that donation will be collected until they have notified the CDA and have received the approval of concerned bodies.

As per the law, specific hours can be allocated during the official working hours of public and private employees in Dubai to participate in various volunteering activities, as long as it does not infringe on their vocational rights. The employers of the volunteering employees will have to coordinate with the bodies who are accepting the voluntary work prior to nominating any of its employees for carrying out institutional voluntary work. The public and private bodies will bear the responsibility for any consequences resulting from the voluntary work of the volunteers.

Analysis: If you’re a corporate or public sector body and you have a team donating their time, the full details will need to be logged by the CDA. No donation-collecting will be allowed (that’s already in practice at the moment). Plus, it looks as if the CDA is requesting corporates for employee volunteering to only happen during office hours. Any work done will be the responsibility of the organization which the volunteer employees work for.

Obligations of bodies accepting volunteers 

The law obliges government and private entities, including civil establishments licensed to work in Dubai, to set their voluntary standards and regulations and provide the Community Development Authority with these standards and controls, as well as to identify categories of volunteers and the nature of the work that each category can perform provided that the volunteer work shall be compatible with the volunteer’s qualifications and intellectual and physical abilities. 

The entities shall be obliged with training volunteers to carry out the tasks entrusted to them and helping them to highlight and foster their talents and ensure that their abilities are used properly.

The entities obligations include recording the volunteers’ data, the nature of voluntary work entrusted to them and the number of hours they volunteered in the database approved by the Community Development Authority, providing volunteers with necessary equipment, tools and information, and with insurance against injuries, infections and civil liability for harming others. 

Entities accepting volunteers shall be thereby responsible for all voluntary work expenses, including that of for the treatment of volunteers of any damage sustained while performing volunteer work, provided that such damage is caused due to the fault of the bodies in which they are volunteering with.

The entities obligations also include ensuring the safety of volunteers and beneficiaries of voluntary work against any damage that they may suffer from in the course of doing voluntary work, developing a preventive and safety system in coordination with the competent authorities, not to assign volunteer with more than (420) voluntary hours within one year, overseeing volunteers to verify that they are doing voluntary work as required, awarding the volunteers appreciation certificates once they complete the voluntary work perfectly.

Analysis: This seems to set out the need for all those entities involved in volunteering to have minimum written standards on the type of volunteering they’re offering/engaged in, who volunteers and whether the two are suited to each other. All volunteering needs to be logged and that information provided to the CDA. Charities will be liable for ensuring that volunteers are treated well (would this require insurance, I wonder?).

Voluntary work agreement

According to the law, the bodies accepting volunteers may seek help from volunteers as per the voluntary work agreement prepared by the CDA. The agreement shall contain all details regulating the relationship between the volunteer and the body they are volunteering in.

The law stipulates that the volunteers must not be less than 18 years old, otherwise, they need to get the approval of their guardians. Volunteers must be of good conduct and physically capable of undertaking voluntary work.

Analysis: The CDA will begin issuing voluntary work agreements to codify and professionalize volunteering. Volunteers will need to have clean records in order to be able to volunteer.

Rights and duties of volunteers 

The law stipulates that volunteers must abide by the voluntary work agreement and complete the voluntary work perfectly within the pre-determined time. Volunteers must respect the principles, goals and regulations of voluntary work set by bodies accepting volunteers. They also must respect the confidential information that they come across while carrying out voluntary work.

Volunteers must commit to the limits of the voluntary work, its goal and not to delve into the affairs of the bodies they are volunteering in. They must maintain the equipment and devices that they are given for voluntary work and to give it back to the bodies once the voluntary work is done.

Analysis: I’m not sure if any is needed here!

In conclusion, the law seeks to codify, measure and professionalize volunteering. However, there’s lots of questions still to be asked. How complex will volunteering become, and what other legislation or activities will the Government of Dubai undertake to promote volunteering. As the law has now been published, it’s already in effect. Charities, individuals and organizations involved in volunteering will have six months to ensure their full compliance.

You can download the full law here (in Arabic) – Dubai volunteering law

The Global Capability Framework and how it will raise awareness of our roles as communicators among our HR colleagues

The World Public Relations Forum took place last month in Oslo. The event, probably the world’s biggest gathering of international PR professionals, included an announcement by the University of Huddersfield and the Global Alliance on the launch of the Global Capability Framework (GCF).

I’m more than just excited about the GCF. This project, which took two years to complete, defines the capabilities of PR professionals globally (there are country frameworks too for Argentina, Australia, Canada, Singapore, South Africa, Spain, Sweden, United Kingdom and United States). It’s a design that we can all use to better career plan, manage our teams and their development, recruit for the right skills and develop curricula that will help those practicing PR.

The 11 key capabilities identified by the GCF are of universal value to everyone in the profession (image source: Huddersfield Business School)

What’s more exciting is how the team behind the GCF are bringing this framework to life. They’re working with a team of software engineers to create a tool that’ll enable us to assess both individual and collective capabilities and set developmental goals. A sample visual is below.

I’ll admit that a shot of how the tool works doesn’t do it justice. I’ve seen the tool in action, and the possibilities it provides in terms of not only mapping skills and future development, but also transforming development goals into a training plan are inspiring.

What the Global Capability Framework and the tool also provide is an ability to engage with and educate our friends in HR what communications is. To paraphrase Dr Anne Gregory, Professor of Corporate Communication at the University of Huddersfield and director of the project, we have a capability framework that can be applied globally; reflects cultural and regional variations in public relations as a profession; and is forward looking in its approach which can be used by both global academic and practitioner communities.

What this means is that for the first time, our colleagues in HR have a resource that maps out everything they need to hire communicators, to train communicators, and to develop them over the long term. They also have a tool which will measure progress.

Why does this matter? I’ve often found that the functions we work with, such as Human Resources, don’t know what we do well enough. And yet they’re defining our function for us, they’re writing our job descriptions, they’re involved in hiring, and they’re measuring our success. We’re now talking their language, with a framework which has been developed both both academics and practitioners. The GCF will also help to standardize teaching for future generations of PR professionals.

It’s always been a tragic irony that the world’s community of communicators have struggled to explain exactly what they do and how they do it to their colleagues, particularly in HR and also in management. We now have the means to educate the people we work alongside in Human Resources. Our next challenge is how to educate those above us on our contributions to the organizations we work for.

Thank you to Professor Anne Gregory, Dr Johanna Fawkes, Dr Elizabeth Montoya-Martinez and Dr Royce Turner at the University of Huddersfield in the UK, to Argentina’s Professor Gabriel Sadi, Australia’s Dr Marianne Sison and Dr Katharina Wolf, Canada’s Dr Amy Thurlow and Dr Alex Sevigny, Singapore’s Professor Gregor Half, Spain’s Professor Elena Gutierrez-Garcia, South Africa’s Professor Ronel Rensburg, Sweden’s Professor Jesper Falkheimer and America’s Professor Katerina Tsetsura for all the work and time you’ve put into this. I believe the impact that this work will have on the industry is immense. I’m looking forward to using the GCF tool and helping others better understand what we do.

For more information on the GCF, you can download the complete capability framework and individual frameworks from the University of Huddersfield here.