A review of Stuart Thomson’s new book by CIPR PA Group Vice Chair James Boyd-Wallis
“We are witnessing a new breed of activist who offer a real threat not just to reputations but to an ever-wider range of business operations as well,” argues Stuart Thomson in his new book The Company and the Activist: Going Beyond PR.
In his book, Stuart, founder of CWE Communications, aims to get beyond PR issues and discuss the impact on business decisions. He suggests that businesses and activists must understand each other to achieve progress.
Activism takes many forms. Activist groups are campaigning across various issues, from social change to environmentalism. Some activist business leaders, such as Microsoft CEO Satya Nadella, have “pushed for diversity and inclusion in the tech industry”. We also have activist companies which are more socially motivated than profit-driven.
As Stuart explains, while activism is not new, recent developments such as social media, increasing concern about ethical behaviour, and a better understanding of how to pass new laws or amend existing ones have increased the opportunity for activists and the threats to the business.
Activism is broadening its scope and appeal, meaning organisations must be “more aware of the likelihood of being subject of an activist campaign,” argues Stuart.
Packed with examples, insights and practical advice, Stuart analyses why certain approaches may or may not work under specific circumstances. For instance, he details the power of local communities and the importance of business and employee relations.
Stuart describes how local communities can be a “valuable supporter of an organisation or, if antagonised, one of their most powerful opponents” – focusing on Standard Airport Watch, a long-running campaign to stop airport expansion.
The campaign, which aimed to keep Stansted off a shortlist of new runway options, demonstrates the effectiveness of local communities as activists, which can frustrate business interests.
The group used a combination of measures to achieve its objectives, including “publicity, lobbying and grassroots activities, increasing public awareness and making representations to government departments, local authorities, the City and other decision-makers and influencers”.
Stuart suggests that the campaign succeeded for several reasons, including maintaining momentum over time, showing local communities how they can get involved, and supplying regular updates and engagement with activists, among other areas.
Stuart also explains the importance of employee activism through a case study of Janneke Parrish, co-founder of Apple Together – a “global solidarity union” of Apple workers organising for a voice in its workplace.
Janneke Parrish went public with her experiences of a toxic and sexist workplace and was ultimately sacked by Apple, “ostensibly for non-compliance” with an Apple investigation.
However, the actions of Janneke and others prompted a broader worker movement to make a change at one of the world’s largest companies.
While the campaign did not achieve its original aims, Stuart explains what motivated individuals can achieve when focused on a campaign. Starting as a small group, Apple Together now has more than a thousand members. And, as Stuart notes, the campaign is “unlikely to ever end”.
“All indicators are that activism will continue to grow in strength and importance”, concludes Stuart. As a result, an organisation that puts its head in the sand is “asking for trouble”.
As a result, Stuart highlights the need for businesses to have a position regarding activist and government engagement. While some companies may seem scared of political interaction, Stuart suggests businesses should get involved in writing standards and regulations. Activists see the value, so why shouldn’t business?
This position is a valuable reminder of the importance of public affairs and PR and the industry’s role in helping organisations navigate a more activist environment.