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PR Week

The challenge of opposition

March 1st 2010

Full article appears in PR Week

If the Tories win the election, David Cameron’s real challenge will be the barriers to change. Promising change is a risky tactic. Just look at Barack Obama - or, indeed, Gordon Brown.

But, unfortunately, leaders of the opposition have no choice: achieving change is why you are there, so that is what you talk about.

Winning an election is the easy part.

Really changing the country is much harder. And, in an age that demands instant gratification, it also suffers from the severe disadvantage of taking absolutely ages.

Forget about mending broken Britain, creating a culture of entrepreneurship, or any of the big changes David Cameron has promised.

There are some more immediate roadblocks in his way. First, the media. How can this be when most newspapers are backing the Tories? But that omits the pervasive influence of the BBC. This is not a crude political point.

The BBC appears to see its job as being to treat all politicians as - to quote Jeremy Paxman - ‘lying bastards’. But Tory ‘bastards’ are held to be the worst sort by a corporation whose inherent anti-free market inclinations are a reflection of its constitution and ethos.

Then there are the unions. Apparently they have a war chest of £25m to fund public sector strikes. We must pass over the irony of action that will hurt the poor, sick and unemployed more than it will inconvenience suburban Tory voters.

In any case, although there will be some immediate pain, Cameron will relish the opportunity to test himself against the likes of RMT general secretary Bob Crow or PCS general secretary Mark Serwotka.

Easy pickings.

Next,there is the senior civil service.

This is a lot trickier.

The Tories have dark suspicions that the mandarins have been politicised.

That might be true in a few instances, but it is certainly not generally the case.

Civil servants are not anti-Conservative: they retain their lordly contempt for all politicians. What has happened - and I speak from personal experience of a previous regime change in 1997 - is that after a longish period of one-party rule, departments become habituated to the outlook and approach of their ministers.

It takes time to turn that around - and time is not a commodity that the new Conservative Government will have.

This will be worse for the Tories than it was for Labour.

The civil service and New Labour share a conviction that big government is better: the man in Whitehall really does know best.

This is a natural part of the professional self-esteem that motivates any bureaucracy.

The civil service will do its best for Cameron, but it will be a struggle.

Then there is the broader public sector.

This is not just a question of a few permanent secretaries. There was a good reason why Tony Blair spoke of ‘the scars on my back’ when talking about achieving public sector reform. All prime ministers have that hopeless feeling of pulling the levers in 10 Downing Street - and nothing happens. It’s why they all end up playing at international statesman instead: so much easier to solve others’ problems.

Finally, there is the enemy within: Cameron’s own party.

Gone are the days when the party had a sound ballast of chaps who had made a bit of money, served as an MP out of duty and trooped obediently through the lobbies. The Tories used to be the stupid party: now it seems to be full of ‘action men and women’ who are also, by and large, a lot less centrist than their leader.

Some will be bribed with office, some will be bullied by the whips, but others will continue to have ideas.

And, as any PM will confirm, backbenchers with ideas have a nasty habit of turning into rivals if things get rocky.

Relations between the leader, his key advisers and the shadow cabinet are already said to be difficult without the backbenchers.

Good luck, Dave.

VIEWS IN BRIEF

- Who are your five fantasy dinner guests from the political world?

Cato the Younger - heroic tales of resisting tyranny; Richard Neville, Earl of Warwick - advice on political manipulation; Charles James Fox, raconteur and sybarite; Calvin Coolidge, 30th US president - laconic wit; Percy Bysshe Shelley - not really a politician, but a revolutionary wild card and good talker.

- Predict one thing that will happen in the week running up to the election.

There will be a Tory wobble but we will all have died of boredom by then.

- A hung parliament: good or bad news for public affairs?

Political destabilisation is good for agency incomes, but bad for research teams.

Martin LeJeune is a director at Open Road

Public Affairs News

Pru finishes UK review by handing account to Open Road

January 4th 2010

FTSE 100 insurance giant Prudential has completed its review of its group public affairs account, appointing Open Road to handle the business.

The agency will take over the account from long-time incumbent Lexington Communications, which was one of five agencies latterly in the running for the new contract.
The review started a few months ago (PAN, Oct) and was overseen by director of group public affairs Miles Celic, who moved to Pru earlier this year from HSBC (PAN, Apr).
Open Road has been working for Pru for the past six months on a separate contract, having been appointed this summer to undertake a ‘global stakeholder audit’ (PAN, July).

Source: Public Affairs News

PR Week

Open Road lands lobbying account with insurance giant Prudential

January 4th 2010

Prudential has dropped Lexington as its retained public affairs adviser, turning instead to rival firm Open Road.

The FTSE 100 insurance giant put the account out to pitch in October, with Lexington invited to repitch. The final decision is a blow for Lexington which had been fighting hard to hang on to one of its biggest accounts.

Open Road now has a team of 12, having been set up in 2007 by former Fishburn Hedges public affairs chief Graham McMillan, along with three others. The pitch process was overseen by Prudential group public affairs director Miles Celic, a former Fishburn Hedges consultant.

Source: PR Week

Public Affairs News

Astra Zeneca/Bristol Myers Squibb and General Electric appointment

October 9th 2009

Open Road has recently picked up PA business from Astra Zeneca/Bristol Myers Squibb and General Electric. The GE account is on a retained basis and and the agency’s appointment followed a competitive pitch earlier this year.

PR Week

World’s fourth-largest company General Electric strives to elevate green credentials

September 24th 2009

Article appears in PR week 24th September

General Electric, the world’s leading industrial conglomerate, is planning a major UK charm offensive and promoting comms to the top of its corporate agenda.

The world’s fourth-largest company is keen to highlight its investment in green technology and to position itself at the forefront of plans to ­develop low-carbon technology in the future. GE is one of the world’s biggest wind turbine suppliers, with more than 11,600 wind turbine installations.

It is one of a handful of firms to have recently been linked with a possible new British wind factory the Government is considering, in a bid to reinvigorate the UK’s stuttering ‘green’ energy strategy.

The company has hired an inaugural UK director of external ­affairs, appointing former Merrill Lynch government ­affairs chief Miles Webber to the role. He steps up from his role as head of government ­relations for GE Capital.

GE has also handed a wide-ranging corporate and public affairs ret­ainer to Open Road, briefing the agency to communicate the breadth and depth of its UK operations.

Open Road will target decision-makers in Westminster, as well as councils and businesses across the country.

Webber said: ‘We have ­always engaged with governments and stakeholders, but there is an increasing need for us to make sure our communication with key stakeholders is absolutely at the front of our corporate focus.’

He claimed GE had in place ‘an array of solutions’ to the challenges facing governments across the world.

‘We have a great story to tell about the range of things we care about – from wind to smart-meters, to early diag­noses in the health service, through to funding SMEs.

‘We need to have a profile that reflects this.’

Key facts

GE employs 19,000 people in the UK and has a £5bn turnover

Each of GE’s four businesses – Technology Infrastructure, Energy Infrastructure, GE Capital and NBC Universal – has a significant UK presence

The company has invested more than £10bn in UK acquisitions since 2002

The GE Foundation supports various charitable projects