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REBRANDING 🎉 Management consultancy generating sustainable value and competitive advantage through best-in-class professional services 🌍 #SCUKglobal

Africa | Europe | Asia
Joined June 2019
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SCUK GLOBAL retweeted
Our beliefs & assumptions about change are often the biggest barrier to leading & enabling effective change. @DigitalTonto describes “change management beliefs that consistently sabotage genuine transformation”. The first such belief is that large scale change is persuasion at scale; the idea that we can change opinion across an organisation by communicating a compelling case. However, change is much more about collective dynamics than about persuasion. People are more likely to be influenced by what their peers think than by top-down messaging. If we want change to spread, we need to help activate peer networks. The second belief is that a large scale change initiative should have a “big bang” launch. The aim is to create widespread awareness that the change is happening & drive the message home. The problem is that undifferentiated messages create early resistance that can kill off promising initiatives. Much better to protect, test & nurture new ideas with committed stakeholders to pave the way for wider adoption over time, rather than trying to convince everyone at once. The third belief is that once people understand the change, they will embrace it. The issue is that people are typically navigating many competing influences—prior beliefs, habits, social pressures & noise from many directions. That’s why ideas spread most effectively through peer networks, not top-down campaigns. People adopt the ideas they see working around them. What might work better? 1. Deliberately starting where there’s already energy & enthusiasm & building out from a local majority (eg., three allies in a room of five) instead of trying to convert everyone first 2. Intentionally working through & connecting peer networks so people are influencing “others like us”, rather than relying on one-to-many broadcasts 3. Creating early proof through local majorities that “people like us are already doing this,” tapping into social proof rather than abstract persuasion techniques. 4. Expecting that some people will resist change & take steps to work with it, rather than assuming that better messaging will win “resistors” over 5. Focusing less on increasing information and more on enabling people to see others like them succeeding with the new behaviours, so they can appropriate and adapt the change as their own. Leading large scale change is less about convincing people to think differently; it’s more about creating the conditions that enable people to act differently. digitaltonto.com/2025/3-stub…
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As business evolves, so do the words we use to talk about it. From “brainstorm” in the 1950s to newer terms like “unicorn” and “wheelhouse,” here’s a look at the buzzwords that have appeared in the Stanford GSB alumni magazine and other GSB publications over the decades. gsb.stanford.edu/newsroom/sc…
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Old processes slow companies down. Leading telcos are showing how agile workflows, like quarterly business reviews, can align teams, sharpen priorities, and keep execution on track. Learn how these practices can help any company move faster: mck.co/4ggklwG
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Four abilities of the CEOs redefining what it means to lead. mitsmr.com/3URqpC5 xitter.gq/mitsmr/status/19655088…
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If you’re a CEO, you’ve likely seen your fair share of AI hype. But beyond the buzzwords, AI is quietly, and sometimes unexpectedly, reshaping strategy in ways that matter. Are you ready to leverage its full potential? Explore the key insights here: bit.ly/3Dc2Let
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The best way to begin understanding customers is to segment them based on the strength of their relationship with a brand. mitsmr.com/4iD3ioO
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Everyone starts their career somewhere. 🏁 After a decade of career moves, two people with similar beginnings can end up in very different income brackets. Learn how diverging work experience patterns drive a “work-experience pay gap” ➡️ mck.co/toughtradeoffs
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77,000 federal employees walk out of the US Gov 🇺🇸 accepting redundancy rather than even suggesting they did their job❔ Surreal, but demonstrative of one western crisis > #NationalWorkforce We thought 🇬🇧 was dysfunctional. Done by ‘DOGE Master’ @elonmusk #OrgDevelopment #NGOs
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My latest research is out in the International Journal of #StrategicCommunication: A Plus for #Peace: A #Storytelling Approach to #ReputationalSecurity doi.org/10.1080/1553118X.202…
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SCUK GLOBAL retweeted
Almost everything that Donald Trump communicates – including the way that he communicates – can be explained and indeed predicted through the lens of Narcissistic Personality Disorder (NPD). I asked ChatGPT about this: “Can you summarize the ways in which leaders with narcissistic personality disorder communicate in the public domain?” Answer: Leaders with narcissistic personality disorder (NPD) communicate in the public domain in ways that serve their self-image, manipulate perceptions, and maintain dominance. Their communication style is typically grandiose, deceptive, and emotionally manipulative. Here are the key characteristics: 1. Grandiosity and Self-Promotion •Exaggerates achievements and portrays themselves as a visionary, savior, or indispensable figure. •Uses superlative language (“the greatest,” “historic,” “unprecedented”) to elevate their status. •Takes credit for successes, even when they had little to do with them. 2. Gaslighting and Reality Distortion •Denies or contradicts past statements, even if they are on record. •Reframes failures as successes, often blaming others for negative outcomes. •Creates confusion by saying one thing and doing another. 3. Constant Need for Adulation •Demands loyalty and praise from subordinates, media, and the public. •Uses social media and public speeches to seek validation. •Attacks or dismisses critics as “losers,” “haters,” or “jealous.” 4. Scapegoating and Blame-Shifting •Deflects responsibility for mistakes, blaming subordinates, opponents, or external forces. •Targets scapegoats (immigrants, the media, political adversaries) to unite followers against a common enemy. •Uses projection, accusing others of the very behavior they engage in. 5. Manipulative Storytelling •Constructs a hero-victim-oppressor narrative, where they are the hero, their followers are the victims, and their critics or enemies are the oppressors. •Uses emotional appeals rather than facts, triggering fear, anger, or nationalistic pride. •Engages in revisionist history, rewriting events to fit their preferred narrative. 6. Weaponizing Language •Uses dog whistles to subtly signal messages to specific groups while maintaining plausible deniability. •Employs dehumanizing language to make opponents seem unworthy of empathy or fair treatment. •Engages in word salad, where they speak in long, convoluted ways to obscure meaning and avoid accountability. 7. Media Manipulation •Demonizes critical journalists and rewards favorable ones. •Uses staged events and controlled messaging to create an illusion of widespread support. •Relies on social media dominance to bypass traditional media scrutiny and maintain direct access to followers. 8. Authoritarian Tactics •Creates a cult of personality, where followers see them as infallible. •Encourages us-versus-them thinking to foster division and ensure loyalty. •Uses threats, intimidation, or legal actions to silence dissent. Conclusion Narcissistic leaders manufacture their own reality, demand constant validation, and aggressively attack anything that threatens their fragile ego. Their communication strategy is not about truth or transparency—it’s about control, perception management, and self-preservation.
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To start the year of training off in the right way I am running a free one hour webinar on Crisis Issues in 2025. It is on 14 January at 12noon GMT. You can book a space here. eventbrite.co.uk/e/109592751… #crisiscommunication #training
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"Scandals thrive in the gaps between information and silence, and Labour's hesitation created a vacuum filled with accusations of dishonesty." @CIPR_CEO's new piece for @globegov on how Labour's PR missteps have become major crises and how they can fix them. Read more: bit.ly/3C6BEAq
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SCUK GLOBAL retweeted
Nike isn't in a #crisis but it is heading that way. My brand observations for those who like these kinda things. - Its #DtC move has not so much failed, it will get there, but it was too quick to cull its wholesale network - As other analysts are saying, the gap on the shelves from pulling their products was replaced by UA/HOKA and wider established-brand ranges like Adidas - They have lost their product exclusivity and "coolness". Too frequent with new product launches and too frequent restocking - Elite athletes are not perceiving them to be innovating enough
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"Small adjustments to our vocabulary can result in lasting positive change to the mindsets of the public." @CIPRdiversity on our Inclusive Language guide. Make sure your #ImpactMatters. Download the guide now to unlock the full potential of your comms: cipr.co.uk/CIPR/CIPR/About_U…
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Encouraging progress but disappointing to see there is still a gender pay gap in the #PR industry, especially given 60% are women, according to @CIPR_Global’s recent PR Population Report. Let’s keep pushing til that gap disappears.
The PR industry is making strides towards gender pay equality, but is it enough? Our new #StateofPR study reveals the gender pay gap has nearly halved since 2022, from ÂŁ7074 then to ÂŁ3,894 today. Read the report: bit.ly/47ia92m
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I feel the need to announce that Bing search is absolute rubbish
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Mohammed Qahtani won the Toastmasters World Championship of Public Speaking. It’s easy to see why. Please watch his speech. Words have power. Words can be our power. Words can unite or divide. Words can spit venom or can mend a broken soul. Words matter.
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Digitalisation is “for your convenience.” - try explaining that to the 3 million people who are not online in the UK. The majority (67%) are aged 70 or over. The digitalisation of everything is creating digital exclusion for millions of people - in particular, our elderly.
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