[vc_row][vc_column][vc_column_text]With such a high calibre of candidates nominated for our Rising Star Award this year, the judges have a tough job on their hands. The award recognises those talented individuals who are making a significant impact to the creativity and effectiveness of content-led advertising strategies early on in their careers.

A big congratulations to our five shortlisted nominees! Here’s why their companies thought they deserved to be nominated. The winner will be announced at the World Media Awards ceremony on Thursday 7th September.[/vc_column_text][vc_custom_heading text=”Rosie Duckworth, Account Executive, UM”][vc_single_image image=”22911″][vc_column_text]Rosie has been an integral part of the UM International team for about a year since she joined after university as an Account Executive. Impressing us right from the interview process, Rosie keeps shining with her brightness, curiosity and dedication to the work, her clients, and her team. Her positive attitude and strong work ethic have led her to become a rising star within her team as well as in the agency. UM are lucky to have her.

While Rosie’s contributions span multiple accounts, she recently played a vital role in launching a multi-market, multi-channel campaign for one of our biggest clients, Accenture. The launch was no easy feat as it came at a time where team capabilities were reduced, but Rosie brilliantly managed the process and ensured a smooth and timely launch.[/vc_column_text][vc_custom_heading text=”Tilman Henschke, Strategy Manager, Crossmedia UK”][vc_single_image image=”22912″][vc_column_text]Ever wished you could hire someone straight out of university who can take whatever you throw at them head on? We discovered that person in Tilman. He embraces new challenges and consistently leverages his knowledge to add value and interest to his role. From Account Management to Data Analyst and ultimately to Strategist, his positive attitude, combined with his natural intelligence, curiosity and humility, allows him to tackle any task and completely go beyond expectations.

Tilman has taken Crossmedia’s “Boutique at Scale” approach to a whole new level, ensuring that all work produced is tailored to clients and their objectives, resulting in the best possible outcomes while also challenging them to think differently. His thorough work for S&P Global includes analysing brand measurement studies and continuously adapting and refining details to help marketers demonstrate the value of paid advertising.[/vc_column_text][vc_custom_heading text=”Teodora (Teddy) Tepavicharova, Senior Programmatic Strategy Manager, Condé Nast “][vc_single_image image=”22913″][vc_column_text]Teddy is at the forefront of leading the strategic development of Condé Nast’s go-to-market approach for Programmatic. She has achieved unprecedented success by increasing the company’s digital revenue, making a significant contribution to the EMEA earnings.

Well respected and with numerous award-winning campaigns under her belt, Teddy has a reputation for driving results and business growth. Her deep knowledge allows her to incorporate bespoke strategic media solutions that deliver impressive results for global clients. Moreover, she serves as an internal and external strategic consultant, educating clients and agencies on Programmatic advertising.

An industry speaker and a leading champion of diversity and inclusion, Teddy is a changemaker in the field. She also serves as a mentor in the OK! Mentorship program. Going above and beyond for the community, Teddy has been awarded a “Citizenship Award” and “Leadership Award” for initiating projects and events, fundraising thousands to support local and national charities.[/vc_column_text][vc_custom_heading text=”Sakshi Bhambhani, Digital Director, OMD”][vc_single_image image=”22914″][vc_column_text]Sakshi joined the international OMD team as Senior Manager in 2021, after moving from India to London during the Pandemic. Since then, she has elevated agency and client profiles by translating her passion points around people, culture, Data, and Tech into tangible business outcomes. Sakshi has been crucial in driving digital transformation for OMD’s global clients.

Beyond Data and Tech, she is passionate about people and culture and has developed agency-wide training promoting DEI solutions and comprehensive onboarding programs for graduates entering the media world. She has also mentored four female graduates with their career planning.

Her impact speaks for itself: Within a year, Sakshi was promoted to Digital Director, was named the agency’s MVP (Most Valuable Player), and also received an award for ‘Best Client Impact’ after opening new revenue workstreams that are producing excellent results.[/vc_column_text][vc_custom_heading text=”Obinna Iwuji, Content Partnership Manager, Wavemaker”][vc_single_image image=”22915″][vc_column_text]Since joining Wavemaker at the end of 2020, Obinna has taken on leadership of the employee resource group, Wavemaker Roots. He leads a team of 12 people who create opportunities for growth for Wavemaker employees by organising public speaking workshops. The sessions aim to support women and people of colour to boost their confidence when presenting publicly and teaches them how to create their personal brand.

As a result, Obinna has fostered a community of people interested in cultural inclusion in advertising. With this, he has contributed to client pitches and brainstorms, created several community events – from fundraisers to public speaking workshops – and established opportunities for employee growth through the creation of mentorship programs. These events have people as senior as the Global CEO dedicating time to mentoring mid to junior level employees.[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][/vc_column][/vc_row]

[vc_row][vc_column][vc_video link=”https://youtu.be/U7cVv5Pfgl0″][/vc_column][/vc_row][vc_row][vc_column][vc_column_text][/vc_column_text][vc_column_text]As part of our My Media Life series, the World Media Group’s Chief Executive, Belinda Barker chats to Amir Malik, Managing Director of Digital Transformation at Accenture Song. Amir worked at Google, the Mail and the Mirror newspapers before moving into consulting. Below are extracts from our conversation – you can watch the full interview in the video above or listen to the podcast here.

What does the media industry mean to you?

The media industry is, from a broader view, the most important industry, because it’s the basis of how we acquire information as a society, as a community. The publishers and media entities that exist are all, effectively, responsible for how people, get information. I think that that is super important.  The quality of media and the ethics behind how information is shared, the watershed times and what information is shared and to which audience – all these themes are massively important.

On a personal level, media is a very accessible, welcoming industry. It’s a wonderful place to begin your career. There’s always job flow in the media industry – it’s changing. Because people need information and interact with content, in an open content economy,  media is everywhere. If you’re looking to get into a professional career and you don’t know what you want to do, you can try media.

Do you still consider yourself to be part of the media industry?

I had to upskill and diversify my industry expertise beyond media, and that was important in terms of taking my personal ambition and my career interest to the next level. I still believe I’d be considered a media professional, but I definitely work beyond media in my Accenture role.

You took a Masters in social anthropology at Oxford so what was the stepping stone across?

I studied humanities – English and history and politics – and I majored in history, then I went on to do social anthropology and the study of religions. Academically, I’ve always been attracted to the humanities and the arts.

Personally, I was, an early adopter of the internet in the early nineties, when not many people, especially teenagers, were using the internet. I started building websites and I was generating income through web development, through using digital tools.

Anthropology, in terms of understanding social phenomenon, understanding societies, leant itself really well to my marketing industry move. I started to be able to draw links between how brands want to impact people and how advertising works.

When you add the technology layer in there, that’s what gave me my edge. It was also a bit of ‘right place, right time’, around the pivot to digital and the historical research methods analysis that I could apply to any given situation in business.

Can you tell us more about your current role and what you like best about it?

I work in digital transformation – I run marketing transformation. I lead an organisation or a business with multiple partners, and a whole practice of far more intelligent and far more talented people than me who can go in and advise clients how to bring their business up to speed, [to become] future facing, state-of-the-art in terms of customer communications, marketing communications, use of technology, use of data etc. and how we work more broadly across their organisation.

What I’m most attracted to in my Accenture role is I have the opportunity to drive the digital transformation, customer transformation, marketing transformation. We are looking at the problem in a positive way. The business case around change is critical to any successful client engagement or client we work with.

Companies form, they rise, they do well, then they decline and disappear. And it’s not that their industry disappears; they disappear within an industry because they lose relevancy. They fail to adapt and evolve their operating model in a way which is fit for purpose. What we try and do is transform that. How can we engineer change evidence through value realisation? That’s the purpose of transformation and consulting. And it’s highly addictive; it’s difficult, but it’s also very fun at the same time.

Where do you get your news from?

So, that has changed over time. Ten years ago, I’d have one to two publications that I’d frequently read. Over the last 10 to 12 years, the quality of information, particularly in literary form, written form, is just so varied on all publications that it’s very difficult to curate.

I will read almost all the industry body publications. I tend to curate that reading around real business engagement – business articles where companies are profiled, evidence through company referencing; evidence through individuals/ professionals; rather than opinion oriented. I look to hear from the companies themselves and see that credibility within those industry publications.

When it comes to personal news, we are in a very strange time. I remember when user generated content (UGC) was a no-go – you couldn’t even dream of advertising on it. It was considered low quality, unreliable, not verified, and that was a huge problem. Now, how many people spin up podcasts, gain millions of views, go viral? They could believe that aliens control governments, but they have millions of views and suddenly and they get big sponsorship programmes around their content.

What I used to watch on TV has moved to subscription VOD. Amazon Prime’s a big platform for me – I’ll watch documentaries through Prime. I watch a lot of history documentaries on YouTube. There are certain business podcasts I like to listen to – I like Bloomberg, for instance. The New York Times and Bloomberg are two of my core media publishers, but I read a bit of everything.

Do you largely listen to their podcasts, or do you also read their content?

I read their content. If I look at the New York Times, for me – someone who’s studied that – the quality of the writing is still much better than many of the broader publications. There’s an element where they’ve invested in journalism, which works. Whether that’s sustainable, I don’t know. If you look at Vice, I’d have argued that Vice was a popular online streaming news source, but they’re gone. So, we’re in an interesting time.

But the New York Times, the FT, Bloomberg – that’s what I like to read. And then I read a bit of everything else.

For people who might be looking to join the media industry, what piece of advice would you offer?

The media industry will get you engaged quickly. There are so many industry bodies, like the World Media Group, that you can get involved in that. There are so many themes and topics that are emerging, across data to creative, to technology.

You’re picking an amazing industry. A few things were very important for my personal success and my personal enjoyment of the industry: you don’t necessarily join companies and leave companies. You join bosses and leave bosses. So, if you’re joining the industry and you have the luxury of choosing where you want to work, work for someone that you admire; someone that you feel you can learn from, that you can trust. That’s one of my key pieces of advice.

Also, commit to whatever you do whilst you start to build up your knowledge base. Knowledge will sell you. If you think about everything you want to attain from your career – and I know if it’s early, you won’t know some of those things yet; I didn’t – but what I can tell you is the more knowledge you acquire, the more that the quality of your decisions will improve. Whatever role you take, try to be the best at it; try to learn all you can about it.

And don’t just leave that job for another job because the other job sounds good. One of my mentors gave me advice which said, ‘Don’t think about your next job. Think about your job after your next job.” That was really important. You then hit the transition point where you land in a role which you can grow, you can own. The company needs you and you offer that impact to the company at scale, and you’re rewarded for it. That’s important as well.

You have a pretty full-on job and three quite young children. What what do you do to switch off?

Yes, I’ve recently joined the three-children club and I’m still trying to adjust! But I think the more that you drive impact through your experience and the quality of your decisions, the less your job should be burdensome on you. That’s been a big factor in me trying to get that balance right.

If I look at the energy I had before my three children in terms of my career, even if I had the same energy, I just didn’t know what I know now. You just can’t know unless you get the experience, and that would’ve been tough.

I empathize massively with people that have families. I’ve developed and taken on mentoring and advice from people around how to leave work with work, and to understand that for any issue you face at work, the best response is to have a problem resolution mindset. We can sometimes become quite inward looking in any profession, and can lose sight of the bigger picture.

Has your mentoring all been with within Accenture and do you ever do mentoring?

I had really good advice at an early stage of my career. To those who are starting their careers, I advise you to identify mentors and approach them for mentoring. As you graduate through your career, the impact and the type of mentor you need will evolve and change. But you could also retain a mentor because they’re so experienced that they help you at every junction.

I’ve always had mentors – I believe in it massively. I have a limited view of how I see the world around me and how I understand events that are directed at me. If somebody else outside of me can give me a view that I can’t see, there is so much value in that because we do suffer with reality distortion at times.

If I didn’t have those mentors, I may not have made the best decisions. My dad used to say “Intelligence isn’t about what you know; you can’t know everything. It’s about the quality of your decision, so sometimes when you don’t know, ask those who do know, and you’ll make a better decision.” I think that’s really important in your career.[/vc_column_text][/vc_column][/vc_row]

[vc_row][vc_column][vc_column_text]The World Media Group hosted a post-Cannes wrap event last night at The Adelphi in London, giving the audience a taste of what went on at the Cannes Lions International Festival of Creativity this year. The panel, chaired by Hannah Last, Sales Director UK at The Economist, included Mark Bembridge, CEO Smartology; Arif Durrani, Director, Reuters Global Content Studio; Massimo Marioni, Europe News Editor, Fortune; and Shula Sinclair, CSO, MSIX & Partners.

Last began by asking the panel to describe the event for those in the audience who had never been. Durrani, who has been going to Cannes since 2009, has watched the event evolve from its film festival roots to incorporate Media, meaning media planning and strategy and media owners to PR and Adtech. “Adtech has grown each year since then to become a much bigger part of the equation,” he says. “They own the marina, all the yachts; the money is there.”

Although official figures suggest there are about 10,000 paying delegates, Durrani suspects that you can times that by four once you account for all the unofficial visitors enjoying fringe events along the Croisette throughout the course of the week.

This year’s highlights

Marioni, ranked the Spotify concerts high on his list, but more importantly, Cannes gave him the opportunity to talk to “high-ranking Google executives” about the development dangers and issues around generative AI. While Fortune doesn’t report on Cannes itself, the event generates plenty of content and affords Marioni unparalleled access to top executives through panels, meetings and lunches.

Commercially important

For Smartology CEO; Mark Bembridge, Cannes is a serious business. “We’ve had more meetings than ever this year. It’s commercially important to us. You get all the key decision makers in one place and it’s an opportunity to sit down and thrash out real deals,” he says.

Sinclair agrees. “From an agency perspective, we talk about looking for inspiration from the best creative work, but make no mistake, we’re making deals.” Does she feel the festival’s moved too far from its creative routes? “It’s moved with the times,” she says. While Sinclair admits it’s quite a fractious relationship between creativity and new technologies like generative AI, she believes it’s all part of the essential ecosystem. Don’t assume that creativity is separate from business, she says.

The hot topic – generative AI

Every year, there’s a buzz around a new theme and this year, it was generative AI. Last asked the panel whether they thought the hype was justified.

Marioni doesn’t believe it’s been overhyped. While there remain lots of questions around how we use it responsibly, he believes it will be transformative for the industry and could reframe what intelligence or creativity is.

Bembridge believes AI’s still got a long way to evolve, but will do so quickly because of the huge uptake. One of the challenges, however, is scale – there aren’t enough people to programme and build the models required for it to move as quickly as we might like.

In the meantime, many marketers are using it in its current form. Reuters’ Content Studio is using programmes like ChatGPT for content and strategy ideation, for example, tapping into what Durrani describes as “Google search on steroids’. They are also working with a new Beta version of Photoshop that incorporates a new feature called Generative Fill that allows you to add to existing images using AI, allowing you to create credible mocks for pitches in seconds.

Other themes for 2023

Moving away from AI, Last asked the panel about their creative highlights. One of the highlights for her, she said, was seeing Apple win Creative Brand of the Year –surprisingly for the first time.

Sinclair cited Dove’s Grand Prix Award-winning ‘Turn Your Back ‘campaign encouraging people to turn their back on a TikTok filter, which she said felt “really defiant”. Sinclair also highlighted a clever, emotive use of Metaverse technology in Tuvalu’s campaign, ‘The Last Digital Nation’, which won a Titanium prize. The sinking island is being recreated in the Metaverse to preserve its history and culture before it finally disappears.

Marioni referred to Mastercard’s Priceless campaign, now in its 25th year. “LinkedIn told me an interesting anecdote – the data Mastercard had at the time was pointing them away from using the campaign,” he said. “But despite the data, the people in the room felt there was something about the line that could resonate. And they were right, so there’s hope for everyone!”

“At the core of every powerful idea there’s an innate human universal truth,” says Sinclair. “When I see that, the jealousy I feel is the mark of a brilliant campaign!”

More than just a jolly

With Cannes often being viewed from the outside as a ‘jolly’, Last asked the panel how they justified it to their bosses. Everyone agreed that if it wasn’t great fun, it wouldn’t attract the high-ranking attendees, from stars like Kevin Hart and, last year, Ryan Reynolds, to the senior executives from the industry’s most successful companies.

“It’s difficult from both a sustainability point of view and from a work justification point of view but it does deliver,” says Marioni

Bembridge agrees: “There are two parts – the deal-making and the networking. It’s the one touchpoint in the year where you meet people you haven’t seen for a while in real life. You share something together as an industry and that keeps those relationships going throughout the year.”

The Croisette and The Gutter

Part of the lure of Cannes is who you might meet walking down the Croisette. Sadly, this year, roadworks dominated the main thoroughfare, which, according to Durrani, was a major detraction. “It wasn’t just a terrible aesthetic, it actually changed the experience because it removed the serendipity of bumping into friends, colleagues, speakers and stars when you’re walking up and down the strip. That’s a big plus of Cannes and unfortunately it was totally prevented this year,” he said.

Thankfully, the roadworks didn’t stop people gathering in Cannes’ famous Gutter Bar, a small corner bar outside the Martinez Hotel but where hundreds spill out into the street in the early hours of each morning. Sinclair’s advice is to avoid The Gutter at all costs, but while Durrani understands the sentiment, he does see the reason it exists: “Cannes is increasingly restrictive – in the evening it’s all private dinners, wristbands and VIP groups. If you’ve just won an award, or have spent the day pitching clients, the Gutter is the one place where everyone can go to celebrate or just catchup.”

One final piece of advice

Finally, Last asked the panel to suggest their one tip for anyone attending for the first-time next year.

Bembridge says organisation is key: “Get really organised and really prep because there’s so many great things going on and so little time. Really organise your time well.”

Sinclair agrees but suggests giving yourself some flexibility: Plan but don’t be too rigid. Let serendipity happen. Running into people you haven’t seen for 20 years can open up an opportunity that you may never have expected.”

Prioritising is essential, according to Marioni: “Plan, prioritise, be open to possibilities, and remember, there are lots of invites but not everything’s going to be beneficial.”

Durrani’s advice? “Take advantage of the fact that there are so many different marketing and tech disciplines as inspiration for true creativity. It’s when you can mash 3 or 4 ideas, trends or connections together and come out with something completely different where the magic happens in terms of creative thinking. Cannes is great for that.”

You can watch the video of the WMG’s Cannes panel on what Generative AI means for trust and truth in marketing here.

[/vc_column_text][/vc_column][/vc_row]

[vc_row][vc_column][vc_column_text]The World Media Group hosted a panel in Cannes with Amir Malik, Managing Director, Digital Transformation Accenture and Evan Bretos, Director, Newsroom at The Washington Post discussing the implications Generative AI may have on trust and truth in marketing. Emma Winchurch-Beale, Executive Director, Insider, chaired the discussion, quizzing our experts on issues such as:

  • How marketers are currently using generative AI and how quickly it’s changing
  • The impact generative AI will have on personalisation
  • What will happen when there’s more AI generated content than human content
  • The consequences of AI generated by bad actors

Watch the full video to find out what our panel had to say about all these questions and more.[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_video link=”https://youtu.be/zovMMqy41pI”][/vc_column][/vc_row]

Strong Increase Across Corporate Influencer, Financial Services and Rising Star Categories

London, Tuesday 27th June: The World Media Group has announced the shortlist for the 2023 World Media Awards (WMAs), which showcase the best in international content-driven, cross-border advertising. The awards drove strong international interest across APAC, EMEA and the Americas attracting entries from Belgium, Canada, Chile, France, Germany, Ireland, Singapore, Turkey, UK and the USA, UAE to highlight a few.

This year, entries increased by 100% in the Corporate Influencer category and 63% in the Financial Services category compared to last year. Entries for the Rising Star category – introduced last year to recognise talented individuals who are making a significant impact to the creativity and effectiveness of content-led advertising strategies early on in their careers – have more than doubled.

The shortlist, which includes a wide variety of renowned brands, was decided by an international team of 39 heavyweight jurors from leading advertisers, agencies and publishers. The jury’s make up reflects the vital importance of collaboration between all three parties when creating effective content-driven marketing campaigns. This year’s Co-chairs are Jerry Daykin, Head of Global Media, Beam Suntory and Natasha Byrne, Managing Partner, UM. You can see the full list of judges here.

“I was delighted to see so many high-quality entries which were insight-led and data-driven across all categories, but it was particularly interesting to see such an increase in strong campaigns from the Financial Services sector, perhaps a reflection of the need for financial institutions to set themselves apart from the competition in the current economic climate,” said Natasha Byrne, Managing Partner, UM.

“The number of strong candidates competing for this year’s Rising Star award blew me away,” said Jerry Daykin, Head of Global Media, Beam Suntory. “Shortlisting this impressive list of entries was tough, but it gives me confidence that brands are in safe hands for years to come. This next generation of savvy marketers are already showing such innovation with their contributions to international, content-led, advertising, it’s truly inspiring.”

World Media Awards Event: The final category winners will be announced during an exclusive live ceremony at the Ham Yard Hotel in London on Thursday 7th September 2023 The winner of this year’s prestigious Grand Prix Award will also be announced on the night, joining brands such as Johnnie Walker, London & Partners, Malaria No More, Shell, Sonos and Tata Motors, who have taken home the prize in previous years.

Winners’ Perks: The Awards are unique in that all winners not only walk away with a trophy and kudos on the night, but will also see their work celebrated in an exclusive worldwide advertising campaign valued at €750k+ which will run across the World Media Group’s leading international media brands comprising The Atlantic, BBC News, Insider, The Economist, Forbes, Fortune, National Geographic, Reuters, Politico Europe, The New York Times, The Smithsonian, TIME, The Wall Street Journal and The Washington Post.

The 2023 shortlist is as follows:

Automotive

Brand / Campaign Entered by
Audi – Audi Future | 4ward | Sustainability TIME
Volkswagen – The Force Is Strong, United! PHD Germany
Volkswagen Group – MMP: Multi Brand Activation Omnicom Group
Volkswagen ID. Buzz – Feeling The Force Of A Perfect Partnership PHD and Scholz&Friends

Corporate Influencer

Brand / Campaign Entered by
Brand Scotland – Scotland: More Than You Thought BBC StoryWorks
Haleon– The Health Inclusivity Index Economist Impact
Iberdrola – The Power Playbook: How Leaders Use Renewables The Trust at The Wall Street Journal | Barron’s Group
Iberdrola – Building A Green Energy Major Headland Consultancy
Maersk –Discover New Paths Havas Business

Financial Services

Brand / Campaign Entered by
Invest Europe– A Different Angle: Funding people, With Purpose Invest Europe
iShares by BlackRock– Index More Mindshare
PGIM – OutFront Reuters
Visa – Protecting Gamers Protects Visa Starcom Worldwide
Visa – Visa: The Right Way To Right Attention Starcom Worldwide

Luxury & Lifestyle

Brand / Campaign Entered by
adidas– Ozworld EssenceMediacom
Birkenstock – Birkenstock & The New York Times Advertising “Ugly for a Reason” The New York Times Advertising
Boucheron– Media Beyond Gender iProspect Global

Media & Entertainment

Brand / Campaign Entered by
Bumble – Brand Anthem Havas Media Group London
PlayStation– # GameTok EssenceMediacom
Reuters – Reuters NEXT Thomson Reuters

Technology & Telecoms

Brand / Campaign Entered by
Dell – Dell x VMware x CIO: Be Ready For The Future Foundry, an IDG, Inc. company
Deutsche Telekom AG – #WhatWeValue: Embracing Volunteerism With Gen Z Mindshare GmbH
Samsung Galaxy Z Flip 4 – Samsung Galaxy: Flipping Perceptions With StemDrop Starcom Worldwide

Travel & Tourism

Brand  / Campaign Entered by
Abu Dhabi Tourism – Abu Dhabi Unwrapped: A Sonic Travel Guide BBC StoryWorks
Cymru Wales (Welsh Government) – Wales To The World Orchard Media and Events
Let’s Do London 2022 – Let’s Do London Wavemaker Global
Travel Manitoba– Canada’s Heart Is Calling Travel Manitoba

Specialist Categories:

Brand & Media Owner Partnership

Brand / Campaign Entered by
Birkenstock – Birkenstock & The New York Times Advertising “Ugly for a Reason” The New York Times Advertising
DP World – Trade In Transition Economist Impact
Kyndryl – Profiles Of Progress Economist Impact
Target – Remezcla + Target Remezcla

Rising Star

Name Company
Tilman Henschke   Crossmedia
Teodora Tepavicharova Condé Nast
Sakshi Bhambhani OMD EMEA
Rosie Duckworth UM
Obinna Iwuji Wavemaker

Social Good

Brand / Campaign Entered by
Deutsche Telekom AG – #WhatWeValue: Embracing Volunteerism With GenZ Mindshare GmbH
Haleon– The Health Inclusivity Index Economist Impact
Leaps by Bayer–Crossing The Line BBC StoryWorks
Samsung – Putting Samsung Live Recommerce At The Heart Of World Environment Day Starcom Worldwide

For full details of shortlisted entries go to https://world-media-group.com/awards/2023-shortlist/

#ENDS#.

Media contact:

Charlotte Panther T: 07834 431206 or E: Charlotte@world-media-group.com

About The World Media Group

The World Media Group is a strategic alliance of leading international media organisations that connects brands with highly engaged, influential audiences in the context of trusted and renowned journalism. Its members include The Atlantic, BBC News, The Economist, Forbes, Fortune, Insider, National Geographic, Politico Europe, Reuters, The New York Times Company, The Smithsonian, TIME, The Wall Street Journal and The Washington Post, and partners Brand Metrics, Dianomi and Smartology. To find out more about the World Media Group, please visit www.world-media-group.com.

[vc_row][vc_column][vc_column_text]What marketers need to know about Generative AI

You can’t pick up a newspaper or turn on the TV these days without stumbling across a story about Generative AI or, more specifically, Chat GPT. Last month during a panel on the subject at the CIM Financial Marketing Leaders’ Summit, I was one of the few people in the room to admit that I’d never used Chat GPT. I’ve since rectified that and can see some benefits for marketers – as long as we’re able to navigate the potential pitfalls.

So, what do marketers need to know about Generative AI? Here are my key outtakes after listening to the panel of experts on the subject.

A powerful tool if wielded correctly

Anyone who has asked Chat GPT a question will be aware of its shortcomings when it comes to delivering accurate information, but with the right data, it has the potential to hugely enhance productivity. Lindsey Herbert, Chief Innovation Officer at IBM Garage, put this into context with a brilliant example of how, if wielded correctly, Generative AI can be a powerful tool.

Herbert explained that it took about 10 years to train IBM’s question-answering AI, Watson, in 12 languages. However, by adding the foundational modelling made possible by Generative AI to Watson’s natural language processing, they were able to increase that to 25 languages within just one year.

The US company CVS Pharmacies reaped the benefits of this when, during the pandemic, they were receiving a deluge of calls about the Covid vaccine. Using the natural language processing capability for IBM’s voice AI, they were able to handle 28 million calls, launching the programme from scratch in less than 3 weeks.

Seventy percent of callers were 100 percent satisfied by the response – unaware that they were speaking to an AI. It’s clear from this example that the potential for human-like chatbots to streamline the customer care business is enormous.

Hyper-personalisation has become a reality

Marketers have been talking about hyper-personalisation for years, but generative AI can make it a reality. Amir Malik, MD, Digital Marketing at Accenture, told the CIM Financial Marketing Leaders’ Summit audience that there’s a radical change coming around how we will experience Account Based Marketing.

Generative AI can generate tens of thousands of drafts for a hyper-personalised experience to one segment of customers in just a few hours, making it possible to reach people faster and much more effectively. Add to that technology like Synthesia, which creates a human avatar that has ChatGPT speech personalised to the individual, and it starts to feel like something out of a sci-fi movie.

But that’s not necessarily a good thing. As Herbert pointed out, in most sci-fi movies when we see a character walking through the streets of a futuristic city bombarded by talking ads, their reaction is generally to avoid or ignore the advertising! When there’s a deluge of content, standing out becomes so much more difficult, so creativity will remain the key ingredient when it comes to reaching audiences.

Expect quantity over quality 

According to Malik, Generative AI is evolving four times faster than Moore’s law. As the rate of improvement rapidly increases, it has the potential to disrupt many industries. While we can undoubtedly save time and resources by generating large volumes of content such as blogs and social media posts, the source of the information may be spurious.

Programmes such as Chat GPT are only as good as the information they are being fed. If you’re using AI to create content, it could well be answering your question based on a high volume of low-quality articles that dominate the search response. Editing and fact-checking your material is essential. Here’s where the 80:20 rule comes into play – AI can do 80 percent of the job, but the quality of the output will be determined by the last 20 percent of human input.

Add to that the fact that there’s currently a lack of regulation around AI worldwide. If we think about a worst-case scenario, in the wrong hands Chat GPT could be flooded with a high volume of political disinformation and misinformation or content from conspiracy theorists.

Being human is what makes us unique

While there’s no question that we can save ourselves hours of time by using AI, productivity means nothing if it doesn’t lead our customers to engage with whatever it is we’re promoting. As marketers we’re competing for people’s attention and the best way to capture them is to present a unique creative idea.

As IBM’s Herbert pointed out, if you’re asking a programme like chat GPT to write copy for your campaign, and you use it as is, you have failed! What Chat GPT is doing is providing the most likely answer to the question that you’ve posed. If the person you’re targeting is able to predict what you’re saying, they’re very unlikely to bother reading your email or following your call to action.

Where Chat GPT can come in useful is testing out your new marketing campaign or your copy against the AI to check whether what you’ve written actually is unique. If Chat GPT comes up with a similar result, it’s time for a re-think!

Having immersed myself further into the world of Generative AI, I think there are plenty of opportunities for marketers to get excited about. The danger is that if, in our race to increase productivity or to achieve hyper personalisation we lose sight of creativity, we risk going from brand to bland.

If you’re heading to Cannes and would like to find out more about the implications of Generative AI on trust and truth in marketing, join us for our panel discussion on the subject:

Date                  Wednesday 21st June
Time                  9.45 – 11.00 CET
Place                 Axel Springer Freedomhaus, Hotel Barrière Le Majestic Cannes, 10 Bd de la Croisette, 06400 Cannes, France

Please fill out the form here to confirm your attendance.[/vc_column_text][/vc_column][/vc_row]

[vc_row][vc_column][vc_video link=”https://youtu.be/O2rnFC11ze4″][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]Welcome to Trusted Journalism Matters, where we chat to World Media Group members about the importance of quality journalism. This episode, Belinda chats to Brian Wolly, the Digital Editorial Director of Smithsonian Magazine, about what attracted him to working for the magazine and the role the organisation plays in helping audiences to make sense of the world around us. Below is an extract of our conversation. You can watch the full video above or listen to the podcast here.

Firstly, please tell us what Smithsonian Magazine is about.

We’re part of the Smithsonian Institution, which is the world’s largest research complex. It comprises 21 museums and four research centres. The Smithsonian is based in Washington, DC but has a global reach and a global focus. We have research centres in, Panama; we have a Folklife and Cultural heritage centre that covers much of the world. On the magazine side, we take inspiration from those museums and research centres.

We cover almost everything, except partisan politics and celebrity news. We often ask, if the museums had endless space, what would they have in them, what would they cover? We have multiple history museums, so history is a major area. We have our National Museum of Natural History and so we cover science, but we are journalistically independent.

Only about five percent of what we cover is about what’s going on with the Smithsonian itself. Instead, we like to say we put a Smithsonian lens on the world. Our main areas of focus are history and science, and we also cover innovation, travel and arts. The latter two allow us to have a more global focus, looking at how other museums and artists are engaging with the world.

For people interested in traveling the world, we show them the history, the local culture or the art they can see when they travel internationally. What natural wonders could they see? We have a beautiful national park system in the US but there are natural wonders across the world and our readers are really interested in that.

What drew you into journalism and particularly to the Smithsonian.

I’m from the suburbs of Washington so I grew up going to the Smithsonian Museums. My mother was a guide at the National Air and Space Museum, so I always had an affinity for museums. I also read the Washington Post every morning and grew up loving journalism.

When I got out of school, my first job was at the PBS News Hour, which is the Public Broadcasting news service. The head anchor often said “It’s better to shed light than heat,” which means that you give information, but not to get people angry. I took that on as an ethical way go about journalism. Are we saying something new here? And if not, try and find something new to say, but don’t do it in a way in which you’re going to get people’s emotions all het up.

So much of the discourse now on the internet and on the news is driven by anger and fear. Instead, I think of using our journalistic powers for good and shedding light instead. That was my first few years in the field of journalism, then I was lucky enough to get a job here at Smithsonian where I can marry the two worlds – a museum that the public trusts and holds in high esteem combined with my journalism background.

We look at the world through the Smithsonian lens, that lens of authority, that lens of trust, and that lens of being nonpartisan.

What does your current role as Digital Editorial Director entail?

I work with a team of digital editors overseeing what we put on the website every day – six to 10 news stories a day, 50 stories a week. The magazine itself is 52 years old now and for the first 35 years or so, it was a print-only publication. We began to expand our presence in 2006 – 2007 and I joined in 2008. It is a legacy publication in many ways, but we’ve grown so much in the time I’ve been here. We publish a print magazine’s worth of content a week.

I have a talented group of editors and we look at what’s going on in the world in the areas that we cover. Archaeology is a big area. Scientific research is another, and innovation. We try to distil that down for our readers, who are people who love to learn. They’re the kind of people who want something new to share at the family dinner table or at happy hour.

One of my favourite facts that was put in the proper context recently is that Cleopatra is closer to us in time now than she is to when the pyramids were built, which is a mind-blowing fact. The pyramids were already 2,500 years old when she reigned over Ancient Egypt! Those are the kind of facts we love to tell every day.

We also do some longer form storytelling. We work with our colleagues at the Institute to hear what they’re interested in and how we can amplify the messages that they’re talking about, but we do it from a journalism lens. We interview our curators about their expertise and what would be helpful to share with the world.

You talked about your consumers being inquisitive in nature but are there any differences in what your audience is interested in around the world?

About 83 percent of our audience is domestic in the US. Seventeen percent is global. What they have in common is being these lifelong learners; people who are curious about the world around them. We like to say that by reading the site, you will make yourself more interesting, have more anecdotes; you’ll be a more learned person about the world.

Although the museum is based in the US you have a strong international perspective. Is that important to you?

Yes, even though the Smithsonian itself is a national museum, the world is becoming so much more connected and more of a global community. That’s important in terms of what we cover and how we cover it

Climate change is a major area of focus for our science desk, and it can’t just be what is the US doing? We’re all dealing with the struggle of how to adapt to climate change. Sustainability is a big new initiative for us, covering life on a sustainable planet. What are the lessons we can learn? What are the ways in which cities are being built? Which energy is being created? Finding ways to adapt to climate change. That is a global problem, and we can’t just handle it by looking at what’s happening between Atlantic and the Pacific.

We do our fair share of US-based coverage, but again, science is a global thing. We have Smithsonian scientists all around the world doing research. There is the Smithsonian Centre for Folklife and Cultural heritage – we use that as reason to talk about global food, world culture and world art in a way that many other publications don’t.

Is there an innovation you’ve covered that you’re particularly proud to have been involved with?

Sustainability is one of them. That’s an area where we’re really focusing. It’s not just an innovation in terms of something new we’re doing on the site. it’s an area in which there is so much innovation around the world, in terms of new devices, new techniques, new breakthroughs in alternative energy solutions. It’s a more positive story too. There’s so much that gets you down – that can get you really depressed about the state of the climate. This is good solutions journalism; there’s optimism is this area of innovation.

We’ve also been focusing on race in America – on the history side of things. It’s been a topic of great debate in the United States about how we talk about our past. One thing that I like to say about Smithsonian Magazine is, we are nonpartisan, but it’s impossible to not be political nowadays, because everything is political. Even climate change in the United States can be very political but we talk about it based on the facts, based on what the scientific consensus is and what is known as things that can be done.

In the same way about history, we don’t shy away from the facts about American history and what has been longstanding discrimination against disadvantaged communities in the United States for multiple centuries. I’m proud of the way in which we’ve talked about it and the ways in which the Smithsonian Institution at large has talked about it.

What is your vision of trusted journalism in the future particularly with the advancements in generative AI?

I think that there will continue to be a lot of emphasis on showing your work. That’s something I often talk about, especially with younger journalists who are coming through the publication. In many ways, it should be like a maths problem where you have to show your work. That involves linking, it involves annotating, saying where did I find and source this information?

That also comes to the heart of Smithsonian as an academic research institution. We’re not an academic publication but we take inspiration in being based in research, based in understanding the proper way to be a media consumer. That’s something that Chat GPT doesn’t have – it just gives you five paragraphs without any sense of where they got that information from.

Magazines and sites like ours talk about where we get our information from, and we have a long history of trusted journalism. I think it’s going to be a while before Chat GPT and its descendants are really able to give things that people trust. For brands like Smithsonian Magazine, we have the benefit of people having decades of knowing who we are. They can rely on people like us – we ask them to trust us because we tell them the facts and give them analysis based on those facts.

Thanks Brian. We highly recommend going to the Smithsonian Magazine website, where you can find all sorts of interesting facts to wow your friends and family with. [/vc_column_text][/vc_column][/vc_row]

[vc_row][vc_column][vc_column_text]Welcome to Trusted Journalism Matters, our new series in which we chat to World Media Group members about the importance of quality journalism. Here, Belinda chats to Fiona O’Brien, the UK Bureau Chief for Reporters Without Borders, also known as Reporters Sans Frontières (RFS), about the 2023 World Press Freedom Index.

Reporters Without Borders is the World Media Group’s charity partner. The following is an extract from the conversation covering:

  • The best and worst environments for journalism based on the 2023 World Press Freedom Index – including how the UK and US rank
  • The effect AI generated content is having on quality journalism
  • The risk of danger to journalists in the field.

You can watch the full interview in the video above or listen to the podcast here.

The 2023 World Press Freedom Index shows the environment for journalism is bad in seven out of 10 countries around the world and satisfactory in only three out of 10. Were you surprised by those numbers?

It is a shocking statistic, but I can’t say it was entirely surprising, sadly, because we’re monitoring all year round, working with individual journalists and media organisations around the globe. We’re very aware of these problems. The index only comes out once a year but we’re watching and analysing all year long.

The range of challenges facing journalists today is huge. The most obvious are physical threats to their safety. Terribly sadly, just yesterday, a French journalist became the 10th journalist to be killed in Ukraine since that conflict began. The ninth, a man called Bogdan Bitik, was killed only a couple of weeks ago, at the end of April. So that’s one example of a very deadly conflict for journalists.

Since the year 2000, 1,797 journalists worldwide have been killed while doing their jobs – the statistics are horrendous.

Another problem is the imprisonment of people for trying to hold power to account, like the Wall Street Journal reporter Evan Gershkovich who was wrongfully detained by Russia. As of May 2023, there are currently 562 journalists and media workers in prison around the world. In China alone, there are more than a hundred journalists in prison. It’s a very convenient way, for authorities to try and silence journalism using all sorts of pretexts. It’s often national security laws or, in Evan’s case, it’s accusations of espionage – this idea of collusion with foreign elements. All sorts of flabby laws are brought into play, or even sometimes completely random laws.

The risk of imprisonment or the risk of death are two of the huge things that we work with. Beyond that, there’s growing online harassment of journalists around the world. Social divides within democracies – there’s real partisanship – has become increasingly problematic and linked very much to that online harassment.

It’s a very difficult economic climate for journalists worldwide. As old funding models stopped working, it’s been harder in the digital age for journalism to find ways to survive. And often, there’s just a general feeling of animosity towards journalists, lack of trust, sometimes even hatred. So, all those things come together to create a difficult climate for journalists in many parts of the world, reflected in the number of countries which are now coloured red on our map.

One of focuses of the report is around fake news and AI generated content. Can you tell us a little more about that?

One of the things that came through strongly on our Index was what a concern AI is right around the world. The Index includes a qualitative element where we ask experts to answer an extensive questionnaire. This year, in 118 out of the 180 countries which were surveyed, most respondents in 118 countries said that they were concerned about AI, and that the volume of disinformation – and the way disinformation was being used systematically by those in positions of power – was alarming.

We know it’s a growing problem and, as technology advances, it becomes easier and quicker to create fake images, fake news, and also much quicker to send them around the world. That means it’s very difficult for audiences to understand whether they’re looking at something that’s true or false; something manufactured or something real. It’s a very pressing problem that industry leaders need to grapple with.

The Scandinavian countries do exceptionally well year-on-year within your Index. How are they combatting this?

If we look at Norway which has come first in the Index for the seventh year – and the rest of the Scandinavian region is always right up there in the green zone as well – it’s not that they don’t face the same challenges. These big questions like AI, the digital landscape, online harassment, economic problems are, to a certain extent, universal.

It’s more about the way that they handle them and the climate that they create around journalism to ensure that good, ethical, robust, independent, reliable journalism can still happen. In Norway, for example, there’s a strong legal framework safeguarding the right of journalists to function independently and report freely.

The media market itself, is very vibrant. There’s a strong public service broadcaster, NRK, but there’s also a diversified private sector, so we don’t see the concentration of ownership, which can be problematic in other countries. By and large, politicians, don’t tend to label coverage they don’t like as fake news. They accept that there can be critical coverage; they don’t disparage its authors,

It doesn’t mean that there are no problems in Norway. While there are very few instances recorded, there is violence against journalists that are reported threats. Online harassment doesn’t know borders. But overall, the society and the state encourage independent journalism and encourage the exchange of ideas.

To give us contrast, where does the UK sit on the list?

The UK sits at 26 this year – it dropped two places from 24. In a global context, although it’s not nearly as high as we’d like it to be, it’s still in the satisfactory zone. We’re not talking about problems anywhere near the scale of China, Iran, or North Koreas at the other end of the list.

That said, it is at 26 and that shows us that there are various problems that need resolving; things that are slightly worrying for us in terms of how media are able to function. Parts of the problems are legislative – there are some new laws coming through Parliament which don’t contain what we would consider robust protections for journalists.

One example of that is the National Security Bill currently in the process of becoming law. Through that parliamentary process, thanks to a lot of campaigning from us and many others, there has been some recognition that journalists need to be protected in some way within it. But even so, the changes brought to the law aren’t strong enough to ensure that the law couldn’t be abused in future.

The law, as it currently stands, opens journalists up (especially journalists working for foreign-owned medium) to be accused of endangering national security or even espionage, just for going about their investigative work so it’s not protective enough.

The US has dropped three places since Biden took over as President, which seems surprising.

Yes, the US is down. It’s still in the satisfactory zone, but much lower, at 45, having dropped from 42. The arrival of Biden has changed the tone of debate to some extent. There’s a lot less animosity coming from the top level of government than during the Trump administration, but there are many problems in the US for journalists.

There’s a very partisan media. There are a lot of economic problems, a lot of layoffs, a lot of anti-media bills are being brought in, especially at local level. These bills are making it harder for journalists to report critically on those in power; making it easier to be sued, for example, or increasing the risk of legal action against journalists who try and hold power to account. So again, that lack of legislative safeguard.

Two journalists died in the US doing their job in the last year, which has a big impact on the ranking. Last September, a journalist called Jeff German was shot outside his home in Las Vegas. He’d done a lot of reporting on misconduct of those in office. And then in February this year, a journalist called Dylan Lyons was killed while reporting on a homicide.

The US government is still seeking the extradition of Julian Assange, who is currently in prison in the UK, for his revelations of US war crimes in Iraq and elsewhere, which is a clear case of a government trying to punish the publisher rather than punish the perpetrator of the crime. All these things add up to make quite a difficult climate still for journalism in the US.

Going back to AI, what can quality international news sources like the WMG brands do to ensure that trusted journalism is recognised over AI-generated content?

It’s difficult because not only does AI, and other technologies, give us the ability to create increasingly sophisticated fake content very quickly, it is often used to distort real content. So, you have something that was in essence true, but has been changed.

AI also enables algorithms, which don’t tend to prioritise quality but prioritise those who shout the loudest or those who are the most outraged, so it’s difficult for quality journalism to cut through sometimes.

At RSF we’re championing an initiative called the Journalism Trust Initiative, which is aimed specifically at this problem. It’s a way for quality media to self-certify. They go through an audit process initially internally, and then there’s an external audit, which gives them the ability to show that they use robust news gathering methods and can be trusted and reliable.

Can you tell us in real terms how Reporters Without Borders supports journalism and what you do for journalists in danger on the ground?

We do a lot of work with international bodies and with national and local governments, to try and solve these big problems that we’ve touched on today.

In Ukraine for example, during the conflict there, we’ve been providing huge amounts of flack jackets and training and helmets, and things to physically help journalists, and insurance policies for independent journalists – so it can be really practical things like that.

We also offer emergency help for journalists whose lives are in danger in places like Afghanistan or Iran. When journalists are imprisoned, we do a huge amount of work to try and secure their release. That can be working with families, lawyers and working with governments to try and get them to engage.

It’s usually a mixture of campaigning, which will be visible, plus a lot of advocacy behind the scenes. And it does work – in March a French journalist, Olivier Dubois, was freed after being held hostage for 711 days, and we’d been campaigning for nearly two years.

We look at every case individually and see what’s most needed and what’s the best approach, the number one priority being to ensure the safety of the person themselves.

Finally, how can people help to support the brilliant work you do?

Some of the WMG members have been supporting us with space to be able to publicise things we’re doing, which is enormously valuable because raising awareness is obviously central to the work we do.

On an individual level, we’re a not-for-profit organisation, so we rely on the generosity of donors. Financial donations are always very welcome through the ‘make a donation’ button on our central website.

The last thing I’d say is, for those of us who are lucky enough to live in democracies, make your voice heard; engage yourself. If you care about a particular case or about press freedom generally, make that known to your MP if you’re in the UK or your representative wherever else you are.

As citizens, it’s all of our responsibility to make sure that governments understand that we care about press freedom, and that we understand that press freedom is all of our freedom. Without the ability of the press to hold power to account, to report on what’s actually happening in the corridors of power, it’s impossible for us to understand what’s being done on our behalf. It’s citizens in the end who lose out if information isn’t freely available.

If you’d like to read more about the Index, you can find a summary of the report here with a link to the full report on the Reporters Without Border’s website. [/vc_column_text][/vc_column][/vc_row]

[vc_row][vc_column][vc_column_text]The 21st edition of the World Press Freedom Index is released today by Reporters Without Borders (RSF). The Index sheds light on major and often radical changes linked to political, social and technological upheavals.

According to the 2023 World Press Freedom Index, which evaluates the environment for journalism in 180 countries and territories and is published on World Press Freedom Day (3 May), the situation is “very bad” in 31 countries, “bad” in 42, “problematic” in 55, and “good” or “fairly good” in 52 countries.

Environment for journalism “bad” in seven out of ten countries

In other words, the environment for journalism is “bad” in seven out of ten countries, and satisfactory in only three out of ten.

Norway is ranked first for the seventh year running. But – unusually – a non-Nordic country is ranked second, namely Ireland (up 4 places at 2nd), ahead of Denmark (down 1 place at 3rd). The Netherlands (6th) has risen 22 places, recovering the position it had in 2021, before crime reporter Peter R. de Vries was murdered.

There are changes at the bottom of the Index, too. The last three places are occupied solely by Asian countries: Vietnam (178th), which has almost completed its hunt of independent reporters and commentators; China (down 4 at 179th), the world’s biggest jailer of journalists and one of the biggest exporters of propaganda content; and, to no great surprise, North Korea (180th).

Enormous volatility and instability

Christophe Deloire RSF Secretary-General, said: “The World Press Freedom Index shows enormous volatility in situations, with major rises and falls and unprecedented changes, such as Brazil’s 18-place rise and Senegal’s 31-place fall. This instability is the result of increased aggressiveness on the part of the authorities in many countries and growing animosity towards journalists on social media and in the physical world. The volatility is also the consequence of growth in the fake content industry, which produces and distributes disinformation and provides the tools for manufacturing it.”

Effects of the fake content industry

The 2023 Index spotlights the rapid effects that the digital ecosystem’s fake content industry has had on press freedom. In 118 countries (two-thirds of the 180 countries evaluated by the Index), most of the Index questionnaire’s respondents reported that political actors in their countries were often or systematically involved in massive disinformation or propaganda campaigns.

The difference is being blurred between true and false, real and artificial, facts and artifices, jeopardising the right to information. The unprecedented ability to tamper with content is being used to undermine those who embody quality journalism and weaken journalism itself.

The role of the World Media Group is to champion the values of trusted international journalism and we’re proud to support RSF and the important work it does to protect the freedom of the press around the world. Today on Press Freedom Day, we wish to support WSJ reporter Evan Gershkovich, who was wrongfully detained by Russia. We stand with Evan and his family in demanding his immediate release.

You can read RSF’s 2023 World Press Freedom Index in full here.

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[vc_row][vc_column][vc_column_text]At this year’s CIM Financial Services Marketing Leaders’ Summit, Alison Harbert, Marketing Director, Investec was joined by Nicky Owen, Head of Strategic Sustainability Marketing at Standard Chartered and Santosh Sethumadhavan, ex Global Head of B2B Marketing Programmes at HSBC for a discussion about how the rise of ESG and ESG marketing has changed marketers’ content and marketing strategies. Here are five key takes out based on the panellists’ broad-ranging experience of sustainability marketing,

  1. Sustainability comes from the top-down

    Sustainability is more than just a campaign and can no longer sit within the remit of the marketing department. In the early stages, when Santosh Sethumadhavan started leading the charge for sustainability marketing at HSBC, he was surprised that what started out as an ad campaign soon became a marketing strategy, and then very quickly developed into a business strategy that unexpectedly galvanised the entire company.

“It required the whole organisation to come together, right from the top down, everyone to be on the same page, everyone to say the same things, everyone to understand and see the goals the same way,” he said. He views success in terms of how they started the sustainability conversation across the organisation about what was right and what was good.

This led to buy-in on a global scale at HSBC – from marketing teams to heads of business to CEO-level. It stripped away some of the confusion around sustainability and highlighted why customers needed the programme, so that by the time the marketing campaign launched, everyone within the organisation was aligned.

  1. Define common goals on a global level 

    For many large financial institutions, one of the challenges is ensuring that the sustainability conversation is relevant, wherever a local business is based. What we might consider urgent in London, for example, is perhaps not urgent in Mexico. Sethumadhavan says there needs to be a weighing scale of how people want to be involved with the subject and how much money they want to put behind it.

In the western world, although there’s a risk involved, sustainability is an opportunity and is seen as the right thing to do. When the conversation comes up in the developing parts of the world, however, Sethumadhavan points out that because cultures are not yet in the same place, it’s often seen as the ‘western tax’ imposed on countries like India and China to curtail their activity.

“There needs to be an open conversation about what level everyone needs to be at right now. Is there a varying level? What’s the definition of corporate responsibility around this? What do businesses need to achieve in the next five to 10 years in order to make a real difference?” he says.

Owen echoes Sethumadhavan’s sentiments. “At Standard Chartered, many of our markets are in the developing parts of the world where climate change and social inequalities are front and centre, and are impacting them more.” She says having conversations with colleagues in many regions, from Kazakhstan to Tanzania Nepal to Vietnam, has made her question her own biases around how she views sustainability. “I am having my perspective challenged,” she says. In financial services particularly, where money flows around the world, Owen says it’s important to think about where people are being disproportionately impacted and what difference can be made there.

  1. Everyone is responsible 

    In her new role as Head of Strategic Sustainability Marketing for Standard Chartered, an organisation of 85,000 people, Owen points out that sustainability doesn’t sit in a track or silo. She says everybody has a responsibility, and in fact most people have an interest professionally or personally, which means conversations and collaborations are happening across all divisions of the business – from the front office and commercial side to the back office, legal and HR.

“I feel like I’m sitting in the beating heart of the bank, which is a really privileged position to be, not just because of how you can influence your colleagues, but also influencing various different stakeholders.” Her role takes her far beyond the typical marketing remit of client and customer; Owen has to take into account challenges from NGOs, regulators, ratings agencies and colleagues. She stresses how essential it is to listen to all the different perspectives, and then try to find common ground.

  1. Keep an open mind 

    Sethumadhavan agrees that keeping an open mind is important. He adds that you also need to be open to criticism. While HSBC has strong convictions about their position on carbon, it is countered by the reality of what’s happening in certain markets where ‘shutting the tap off’ on carbon isn’t straight forward.

According to Sethumadhavan, it would desolate certain communities because the companies there aren’t at a point where they can pivot 100 percent. Instead, he believes financial institutions like HSBC can help by supporting clients’ transition: “Answers will be found through conversation and over time. Yes, we need to act with urgency, but we still need to take in everyone’s views,” he says.

  1. Greenwashing: don’t mislead by omission 

    Both panellists agreed that it’s important to have organisations such as the ASA scrutinising companies to put a stop to greenwashing. Owen considers the HSBC ASA ruling a landmark moment that forced everyone to start to acknowledge that it’s not only what you’re saying that is important, but also what you’re not saying. Even if what you communicate is true and can be proven, if there isn’t a holistic picture across an organisation, it can still be perceived to be misleading by omission.

For Owen, that means ensuring everything is joined up – understanding that you can’t do something in one country that seems counter to what’s acceptable in another. It requires keeping a global view whilst at the same time having very different global standards and ensuring no one undermines the brand. Given how challenging it can be to get the points across in an advertising headline, she suggests content marketing can be a better way for organisations to communicate a fuller sustainability story.

Sethumadhavan’s final piece of advice to ensure your brand stands up to scrutiny is to get brutally fresh eyes on any initiative to surface the sort of questions the Ad watchdogs may ask. In his case, employees from HSBC’s graduate programme and the younger members of the team interrogated management about the details of certain initiatives. “They were so open-eyed and so naive; they didn’t have any fear. In a room full of 40 people, they would say what was on their mind – it’s good to have honest folks in the room to call you on your BS.”[/vc_column_text][/vc_column][/vc_row]