You can’t change your field without engaging your field
The field of public engagement continues to evolve—especially in the context of complex, high stakes decision making.
For more than 25 years, the IAP2 Spectrum of Public Participation (the Spectrum) has served as the cornerstone framework for how public participation is understood, practiced, and evaluated across sectors and geographies.
ChangeMakers has been proud to support IAP2 Canada in contributing to the global evolution of the IAP2 Spectrum by designing and hosting engagement to bring Canada’s voices, values, and practices to the table in shaping the next version of this foundational tool.
Why We Engaged
You can’t change your field without engaging your field.
As engagement professionals, we are no strangers to navigating change, but we also know that change can be challenging. Engaging practitioners meaningfully on the Spectrum required opening space for reflection, conversation, and collective insight within our field.
As a strategic partner to IAP2 Canada, ChangeMakers led the development of a national Thought Exchange survey, interviewed interest holders, and convened practitioners at the IAP2 North American Conference in Ottawa to gather insights, test language, and surface tensions about the Spectrum.
We asked: How should the Spectrum serve our field and the public for the next 25 years? What is working well? Where is it holding us back? Does everyone see themselves reflected in the spectrum process?
What We Learned, and What It Means
Our engagement surfaced a wide range of perspectives on the Spectrum – some saw it as a vital tool for managing expectations and engaging effectively, while others found it limiting or felt it no longer reflects the realities of their communities. Bringing divergent viewpoints together was essential to ensuring that any changes explored reflect a breadth of needs and experiences.
This process deepened our understanding of what is at stake. The Spectrum is more than a visual in an engagement plan—it’s a signal to the public about how their voices will be treated, and a tool for institutions to build legitimacy in their decision-making processes. That power demands accountability, adaptability, and clarity.
What’s Next?
When IAP2 International publishes the updated Spectrum, ChangeMakers will be among the first to renew and refine our internal approaches to align with this evolution in the practice of engagement to meet the public’s expectations, and we will help our clients do the same.
Our call to action is: Be bold in your field. Engage with your peers to explore the possibilities of change. Be excited to innovate and push your practice while being open to hearing others’ experiences and perspectives — because that is where deep insights, great ideas, and shared solutions emerge.We’re proud to be part of a growing, global community of public engagement practitioners and to be playing a key role in advancing this important work.
Are you reflecting on your organization’s approach to engagement and how it can be most impactful in creating or navigating change? Or are you stumped by a particularly complex project? Reach out, we’d love to chat.
About the Authors
Sarah Chau Bradley / Director, Engagement, Strategic Communications
Sarah is a communications and engagement professional with expertise in tailored consultation for diverse urban communities. She brings ten years of experience from the private, public, not-for-profit, and philanthropy sectors and strives to create spaces for engagement that are welcoming, inclusive, and culturally relevant.
Rhianne Fiolka / Manager, Engagement and Communications
Rhianne Fiolka is a Manager of Engagement and Communications at ChangeMakers, specializing in urban planning, equity, and accessibility-related projects. Rhianne is passionate about Equity, Diversity, and Inclusion (EDI), facilitating authentic conversations, and promoting social justice.
Chrystiane Mallaley / SVP, Engagement
Chrystiane is a long-standing IAP2 member and leads ChangeMakers’ Indigenous, Public, and Interest Holder Engagement Services. She partners with Indigenous and non-Indigenous governments, businesses, not-for-profit organizations and communities to strengthen relationships and create meaningful engagement on complex projects and policy challenges.
Reaching Vulnerable Youth
Lessons learned from our “Gang Life Is No Life” campaign
Reaching youth in Canada with relevance and impact can be challenging. That task becomes even tougher when the target in question is marginalized Indigenous youth.
It was this objective, engaging marginalized at-risk youth, that was put before ChangeMakers when the Manitoba Association of Chiefs of Police asked us to develop a marketing campaign that would encourage at-risk youth in Manitoba to avoid gang membership or leave a gang entirely.
Audience research is often a critical starting point for informing campaign nuances. In this case, it became the bedrock of our marketing plan. ChangeMakers sought to immerse ourselves within this target demographic’s experiences to fully understand what, where, and how to convey our sensitive message.
That meant surveying a broad spectrum of individuals and groups. We spoke to gang prevention officers with the Winnipeg Police Service as well as staff members at The Link, a Winnipeg-based agency that works with marginalized youth and families daily.
Most importantly, we held intense interview sessions with reformed gang members. These streetwise interview participants gave honest and unfiltered answers as to how we might effectively connect with marginalized youth, as well as insights on what we might seek to avoid.
Through this stakeholder research, ChangeMakers’ Social Impact Consulting team arrived at the important understanding that striking the right tone would become a crucial element in our campaign communications. The difficulty in not coming across to youth as “lame” or “corny” can be a hurdle with youth marketing at the best of times. This nuance is magnified further when communicating an issue as fraught and intense as gang membership.
ChangeMakers’ media team examined content and media platforms that were popular among our target demographic and our creative team built the campaign messaging tailored to those digital venues. Additionally, we knew that our ads had to capture our audience’s attention within the first three seconds or else they would be missed.
Based on the insights gathered, we created three short videos that illustrated the vast difference between the myth and the reality of gang life. We employed a video game look and feel that was both relatable and shareable. A text number at the end of each video encouraged viewers to send a message to The Link which was monitored 24/7, offering a lifeline to those seeking help with either leaving gangs or resisting their solicitations.
Our choice of media platforms (TikTok and Snapchat) was perhaps the most important decision in our campaign planning. The campaign’s full-screen mobile video placements, which ran across these platforms, were central to engaging our niche audiences in an immediate and relatable way.
While tone and media were crucial elements in informing our content, subtle information about gang culture was also vital in helping us establish credibility. These insights included scenarios and recruitment tactics that gangs use, as well as the differences between male and female recruitment tactics.
In building the story, we knew our messaging needed to connect and build trust with marginalized youth. By further developing our understanding of their sentiment towards colonial institutions, including policing, we avoided branding our campaign messaging with overt police or law enforcement insignia. Instead, we partnered with The Link, which had already established trust and relevance with this audience. And finally, leaning on the important insights gathered, our messaging was careful to stress that we were in no way advocating “snitching” on existing gang organizations.
Results:
This campaign successfully generated a significant increase in responses from vulnerable youth.
Over the past three years, on average, assistance has been provided to between 20 to 30 youth annually. Following our “Gang Life Is No Life” media campaign, that number jumped to more than 150 referrals (a 600% increase) and conversations between The Link and youth in Manitoba continue each month.
Some Key Lessons Learned:
- Youth audiences require authentic messaging. It must feel real.
- Young people tire of familiar messaging quickly, so youth campaigns should avoid repetition or shorten their in-market periods
- Messages need to resonate quickly and early within digital media
- Campaigns involving marginalized youth are more effective when they examine and demonstrate accommodation for sentiment and cultural perceptions
- Ongoing analytics are critical to demonstrating campaign efficacy and value with stakeholders
About the Authors
Hilary Friesen / VP, Social Impact Consulting
Hilary is an established expert in fostering behavioural change for organizations large and small. Over more than 17 years, she has led social marketing programs in injury prevention and return to work and has overseen multi-faceted social impact communications programs for diverse public sector clients at ChangeMakers.
Varinder Brar / Director, Social Impact Consulting
Varinder is a Director with 15 years of experience in social impact marketing and communications. He lives in Winnipeg and when he’s not working you can find him coaching basketball at Sisler High School.
Training: ChangeMakers Academy
Communications and leadership training designed to level up your organization’s reputation and resilience.
Leadership matters, more than ever. In the midst of organizational and societal shifts, leaders who project strength and communicate clearly and with empathy can earn confidence, reduce risk and improve reputationally, even when crisis hits.
Introducing the ChangeMakers Training Academy
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Boris Cho joins ChangeMakers as Vice President in Growth team
We are excited to have Boris Cho on board with ChangeMakers as Vice President in Growth team.
With over 15 years of experience across client and agency roles, Cho brings deep expertise in business development, integrated marketing, and client strategy. He has held senior leadership positions at IPG, GroupM, and Dentsu, where he led high-impact teams and drove growth across sectors including CPG, retail, healthcare, technology, and public affairs.
“Boris embodies the energy and purpose-driven mindset that ChangeMakers values deeply,” says Marko Zonta, EVP, Growth. “We’re excited to have Boris spearheading new opportunities and helping us elevate every partnership to its fullest potential.”
Cho was drawn to ChangeMakers by its people, reputation, and distinct approach to impact. He remains anchored to the belief that this is a people business. It is his top motto to lead with curiosity, candor, and care. Boris pledges to leave every pitch, project, or partnership better than he found it.
“The agency has all the ingredients to lead: smart, passionate people, distinctive offerings, and a culture of curiosity and ambition.” Says Cho. “It’s a privilege to be part of this growth story, helping to shape what’s next for our teams, our clients, and our industry.”
About ChangeMakers
ChangeMakers is a 400+ person independent marketing, reputation management, and social impact firm with offices throughout North America. ChangeMakers combines deep business specialization with human-centered strategies, working alongside our clients to strengthen their brands and succeed in a disruptive world.
View the story at Campaign Canada:
“Cho joins ChangeMakers to drive growth”
View the story at AdNews:
International communications veteran Jorge Ortega joins ChangeMakers USA as Executive Vice President, Client Success
WASHINGTON, D.C. (April 10, 2025) — ChangeMakers, a leading North American communications and marketing firm focused on reputation and social impact, has appointed Jorge Ortega as Executive Vice President, Client Success and a member of the firm’s U.S. leadership team.
A former senior leader at two multinational agencies, Ortega brings decades of experience advising public and private sector clients on CEO communications, leadership development, brand strategy, and crisis response. He will report to Robert Gemmill, President of ChangeMakers, USA.
“Jorge is a major addition to the ChangeMakers team,” Gemmill said. “The trust he has earned from C-suite executives is evident by his deep relationships and broad experience across sectors. His leadership will be key as we grow our U.S. business and deliver the results our partners expect.”
Ortega joins ChangeMakers from CRA | Admired Leadership, where he served as Managing Director. He previously led Edelman’s southwest region and held senior roles at Burson. His career spans reputation strategy, brand communications, and high-stakes crisis response.
“Jorge’s appointment reflects our commitment to building a leadership team with both insight and impact,” said Mario Simon, CEO of ChangeMakers. “His integrity and experience align with our mission to navigate complexity for our clients.”
Ortega joins the ChangeMakers U.S. team, which specializes in helping clients anticipate and navigate complex, high-stakes communication situations. The firm uses its proprietary Reputation Score© AI platform to inform counsel and to measure and predict reputational impact in real time.
“I’m eager to bring my experience advising global clients to help ChangeMakers grow and deliver meaningful results,” Ortega said.
About ChangeMakers
For more than 40 years, ChangeMakers has helped organizations solve complex communications challenges by blending strategy, creativity, and insight. With more than 400 professionals across 10 locations in North America, we partner with clients to build stronger brands, navigate change, and drive meaningful impact. From corporate reputation and brand storytelling to social purpose and executive advisory, ChangeMakers brings together diverse expertise to help clients lead with confidence and clarity.
Reputation Score© helps organizations build resiliency amidst imminent US-Canada tariffs
Built on a history of peaceful trade, defense and diplomacy, Canada and the United States have shared one of the world’s most interdependent economic relationships since the early 20th century.
A storied united front, the two countries boast the world’s longest undefended border and exchange nearly two billion dollars in goods and services daily.
In recent weeks, these longstanding bilateral ties have been tested. Unprecedented trade turbulence from the Oval Office, with the threat of tariffs (and temporary reprieves) on Canada and Mexico, have set off a chain of panic across North America.
While it may feel impossible to plan as an organization amidst evolving timelines, we’ve developed communications and crisis-preparedness strategies, rooted in real-time data, to prepare for what could lie ahead in this climate of economic unrest.
To better understand the impact of these tensions and inform recommendations, our Data Intelligence team applied the ChangeMakers’ proprietary Reputation Score©, drawing insights from the fall-out around this conflict. Tracking the fluctuation in trends, habits, audience sentiment, and key developments in consumer behaviour, we examined the reputational outlook of key sectors in the three-week window following the initial tariff declarations.
Here’s what you need to know about the reputational industry shifts, consumer reactions, and key strategies to prepare for what could lay ahead.
Cross-Border Reputation: The Power of Perception
As expected, both countries experienced a notable dip reputationally following the announcement of tariffs.
While Reputation Score allows brands, businesses, and executives to track their health and navigate reputation, we used this tool to understand how the threats of tariffs have impacted cross-border reputation from a geotargeted perspective.
Digital conversations, particularly within pro-Trump communities, have fueled anti-Canada sentiment, while anti-tariff discussions have largely focused on Trump himself rather than offering support for Canada. This demonstrates how trade disputes quickly become emotionally charged, influencing how businesses and brands are perceived.
Industry Impact: Key Sectors in Focus
Despite a brief recovery during the 30-day reprieve, several industries have been hit reputationally as a result of the tariffs discourse. In examining the sector-specific impact, actionable strategies can be implemented by businesses within these spaces to mitigate for further risk.
With heightened consumer anxiety, organizations must be proactive in developing communications and operational strategies that shape their narratives and prepare for potential backlash in an unpredictable policy environment.
Consumer, Lifestyle & Tourism
The initial tariff threat, coupled with uncertainty about its duration, has fuelled a surge in “buy local” rhetoric in Canada. Prime Minister Trudeau’s call for domestic vacations spurred a 150% increase in searches related to Canadian vacations. Similarly, Google search data shows a significant spike in “Made in Canada” queries leading up to the tariffs.
While Canadian consumers may express loyalty to domestic brands, North America’s deeply integrated supply chain makes complete economic independence unrealistic. Businesses should expect continued emotional rhetoric but prepare for practical consumer behavior that blends patriotism with necessity.
Actionable Strategies:
- Establish a clear brand narrative to navigate consumer sentiment.
- Scenario plan for potential tariff-related price shifts.
- Monitor online discourse and adapt marketing strategies accordingly.
Agriculture
Canada and the U.S. have long relied on each other for agricultural trade, but tariffs have sparked discussions about reducing dependence on American imports. February saw a 575% increase in social media mentions of buying Canadian agricultural goods, signalling a shift in public sentiment.
Political rhetoric around Canada’s supply-managed sectors is also naturally intensifying. Businesses should explore new trade partnerships if possible, while strengthening domestic production.
Actionable Strategies:
- Diversify supply chains when possible, to mitigate reliance on U.S. markets.
- Amplify real-world stories about tariff impacts to foster industry advocacy.
- Stay attuned to political developments that could shape future trade policies.
Energy
Canada’s oil and gas sector, responsible for over 60% of U.S. energy imports, faces a 10% tariff as of February 27, threatening price stability and supply chain reliability. For Canadian oil producers, this would represent a nearly US$7-billion hit to their profit. Negative sentiment around Canadian energy exports has spiked, with unfavourable opinions outpacing positive ones by a ratio of 5.5:1.
As tariffs exacerbate uncertainty, the sector may see renewed calls for energy diversification, increased domestic investment, and stronger regulatory support for green energy initiatives.
Actionable Strategies:
- Explore alternative energy markets and partnerships, when possible.
- Identify champions who can advocate for industry stability.
- Align with public sentiment by investing in energy efficiency and sustainability.
Tech & AI
Hard tech goods moving across the border would be directly impacted by prospective tariffs, while AI and digital services remain vulnerable to broader geopolitical tensions. The AI arms race is becoming a critical point of cooperation, with both nations keen on outpacing China’s advancements.
Given the sector’s rapid evolution, businesses must approach AI policy with strategic foresight, ensuring alignment between corporate values and technological adoption.
Actionable Strategies:
- Develop a robust AI policy that integrates security and compliance.
- Stay ahead of government regulations that may impact AI and cloud services.
- Monitor geopolitical trends to anticipate shifts in the digital economy.
Automotive & Transportation
No industry is more vulnerable than North America’s auto sector, where just-in-time supply chains depend on frequent cross-border movement of parts. While tariffs threaten efficiency, public discourse remains surprisingly muted—only 10% of trade-related conversations focus on the auto industry, suggesting that consumers are more concerned with direct consumer goods price increases.
Actionable Strategies:
- Strengthen advocacy efforts to highlight the sector’s economic impact.
- Develop contingency plans for potential supply chain disruptions.
- Align internal teams across legal, government relations, and communications.
Preparing for What’s Next
As the trade pendulum continues to swing and timing remains uncertain, here’s how to stay ahead:
- Anticipate long-term changes: The tariff debate is fluid, but consumer sentiment and economic behavior will have lasting effects. Expect stakeholders to be driven by the emotion of the situation and communicate accordingly.
- Stay agile: The ability to pivot quickly in response to new developments will be crucial for business survival.
- Engage in digital advocacy: The online environment is ripe for brands to take a stance and rally support in a strategic, measured way. Create opportunities for your leaders & advocates to champion industry-wide causes.
Amidst this volatile time, organizations must be proactive, adaptable, and ready to engage with the evolving trade landscape. Through strategic communications, supply chain diversification, and targeted advocacy, now is the time to take decisive action.
About the Authors
Kenny Cameron / Senior Account Manager, Data Intelligence
With over five years of experience in public relations and data analytics, Kenny is an expert in reputation risk management and data-driven communications. Leading ChangeMaker’s Data Intelligence team in Canada, Kenny takes a client-focused approach to social listening and analysis that culminates in actionable takeaways to tackle complex communication challenges.
Rachel Cohen / Senior Account Manager, Reputation Management
With a passion for relationship-building and storytelling, Rachel is a trusted communicator, supporting clients through effective reputation management, crisis preparedness and brand strategy. Joining ChangeMakers with roots in the social-change space, Rachel thoughtfully advises and trains partners from a cross-border perspective on the evolving communications, as well as media landscapes in both countries.
ChangeMakers Reputation Index Reveals the Impact of Change Events on Corporate Reputation
Washington, DC, January 28, 2025 —The inaugural ChangeMakers Reputation Index highlights the powerful connection between change events and corporate reputation, uncovering the significant positive and negative impacts of how change is managed. The annual analysis examines 25 companies experiencing five types of change events, both planned and unplanned, and finds that immediacy – both of communication and strategy when a pivot is required – plays a critical role in shaping long-term reputational outcomes. Companies that handle change effectively often bolster their reputation, while those that falter under pressure risk substantial harm.
“In today’s environment, the highest value driver for any organization or individual is reputation,” says Mario Simon, CEO of ChangeMakers. “Preparing for, responding to, recovering from, and even harnessing significant change events is a top priority for any company. This exciting research clearly demonstrates how reputational impacts can and should be managed. Poorly communicated or delayed responses to change events can leave significant value on the table and, in extreme cases, be financially devastating. We have cracked the quantifiable code to manage that for our clients and achieve the best outcomes.”
Importantly, the study revealed that planned business changes—such as seemingly innocuous events such as brand changes and leadership transitions—can have reputational risks as significant as those stemming from unexpected crises.
Key Findings:
- Merger & Acquisition Transactions: While mergers and acquisitions often deliver a short-term boost to a company’s reputation, this positive impact tends to fade quickly among stakeholders not directly involved or affected.
- Brand Change: Contrary to expectations, brand changes frequently lead to both immediate and long-term damage to reputation. This is often a result of missteps in communication strategy, undermining the intended positive outcomes.
- Financial Change: Financial changes produce mixed reputational effects, with positive or negative impacts typically short-lived. However, significant mismanagement can exacerbate negative perceptions. Notably, the absence of proactive, targeted communication with key audiences often results in muted or underwhelming reputational outcomes, even when changes are objectively positive.
- Leadership Transition: The reputational effects of leadership transitions hinge significantly on whether the departure is planned or unplanned. How the transition is communicated and managed plays a critical role in shaping public perception.
- Public Crisis: The reputational impact of a public crisis is highly contingent on preparation and the company’s ability to respond swiftly and effectively. Organizations that demonstrate readiness and transparency are better positioned to mitigate both immediate and long-term damage.
The ChangeMakers Reputation Index establishes the new industry benchmark for measuring how companies navigate change events and underscores the importance of proactive reputation management. It is powered by the proprietary ChangeMakers Reputation Score©, which uses a wide range of sources to determine a numeric measurement of reputation in near real-time.
To explore the full findings and gain actionable insights from the study, download the report at https://thechangemakers.com/us/reputation-index-2024/.
About ChangeMakers:
ChangeMakers is a 400+ person independent reputation management, social impact and marketing firm with offices throughout North America. ChangeMakers combines deep business specialization with human-centered strategies, working alongside our clients to strengthen their reputation and succeed in a disruptive world.
About ChangeMakers Reputation Index:
It is the most extensive review of impact to corporate and organizational reputation before, during, and after significant change events. Depending on the circumstance, reputation-altering events can be planned, unexpected, or both. This is the inaugural release of this important research driven by the ChangeMakers Reputation Score©, a unique and proprietary tool that measures brand’s reputation in real-time—mainly when the stakes are high. It analyzes data sources beyond the digital and social media space to include the most important factors to corporate executives and boards. Organizations are chosen based on our independent analysis of publicly available sources, such as industry rankings, financial reporting and market intelligence, while also seeking sector diversity.
Media Contact:
Caroline DeSilva /Senior Vice President, ChangeMakers
caroline.desilva@thechangemakers.com
A Q&A on tech comms with David Troya-Alvarez
Q: What first piqued your interest in technology communications?
I was drawn to this side of PR due to the dynamic nature of the work, especially during a time of rapid growth in the tech industry. Since rooting my career in this area eight years ago, I’ve been lucky enough to witness Canada become a global tech leader with significant growth potential for major brands. I’ve helped global tech brands invest in our market by launching new offices and supported several brands in finding opportunities to create a Canada-first approach when launching products. There are strong opportunities to help tech brands shine and it’s been incredibly rewarding to be a part of how the tech ecosystem has evolved.
What became very apparent early on was how many industries technology comms touches. From highlighting how tech products can help a local small business grow to executing large consumer events, all while navigating the impact technology has on society, it’s safe to say that no two days have been alike in this work.
Q: What do you enjoy most about this work?
My favourite part about technology communications is working with brands that drive real-world impact and having a part in the transformative change championed by these companies.
I’ve had the privilege to travel across Canada to hear directly from people how tech products have changed their lives, grown their businesses and allowed them to find their communities. It’s exciting to see how our team has a role in driving the awareness—and often the usage— of these apps, products and services that support millions of Canadians every day.
Q: How has our approach to technology communications evolved over the years?
The firm’s technology practice has significantly grown since I joined the team almost a decade ago! In our early days, practice groups were small (but mighty), and we supported proactive campaigns to highlight brand impact across the country.
As we’ve evolved as an organization, so too has the nature of the work and how we support clients. Our teams are significantly more involved in our clients’ day-to-day activities as an extension of their team and we’ve become industry experts in navigating the regulatory spaces in which our clients and partners operate.
With the changing media landscape, we’ve also had to adapt and expand how we tell stories. Early on, my focus was on securing traditional media coverage for clients (who doesn’t love to see their partner organization featured on the front page of The Globe and Mail?) However, with the growth of online platforms, a rise in the pay-to-play model with consumer media, and the increasing prominence of content creators, audiences are consuming news much differently than in the past. We’re constantly pivoting to new approaches for engagement as we realize how important it is to reach audiences where they spend their time.
Our base of tech clients has also grown. From the world’s largest social media companies, to global streaming apps and fintech clients, our team has a wide breath of experience in global technology across several industries – and each has its own unique challenges and opportunities to create impact.
Q: What is one thing that you wish people knew about this type of communications work?
Communicating about (and within the context of) technological developments requires a deep understanding of audiences and stakeholders. We operate primarily in Canada, which is not a singular market; it’s a collection of different regions, languages, and cultural backgrounds, each with its own distinct characteristics. Often, a message coming from a global company may not land in the same way for a Canadian audience. As communicators, we need to take care to provide local context for our storytelling to make sure that our clients’ news is relevant and lands appropriately with key targets.
This approach can also be applied to the tech space in which our clients operate. For example, while the tech scene in Toronto might focus heavily on fintech and AI advancements, Vancouver has a growing clean tech sector, and Montreal is renowned for its contributions to gaming and artificial intelligence research. Each of these regions has distinct priorities and interests, which means that a one-size-fits-all message may not effectively engage all Canadian audiences.
Q: Organizations are increasingly describing themselves as “tech companies.” In your view, what qualities make up a tech company?
An organization that is focused on building technology—as both a product and a driver of innovation. Whether it’s through software, hardware, or manufacturing, a tech company helps push the boundaries of what’s possible. A key component of that is creating an environment that embraces change, values creativity, and supports ongoing research and development.
Q: What would you say are the biggest risks and opportunities for companies in the tech space?
A major concern in Canada is the rapidly evolving regulatory environment, which can vary by province and often lags in understanding technological advancements. Navigating these regulations, especially related to artificial intelligence, data privacy, safety and cybersecurity, poses challenges that could affect operations and their ability to do business in Canada. These challenges can impact tech companies of all sizes, and it’s important as their PR partners to communicate and engage with the right stakeholders, media, consumers and local regulatory bodies to build trust and demonstrate a commitment to transparency.
However, Canada also presents remarkable opportunities for tech companies. We have a strong talent pool that attracts global tech hubs interested in expanding their market reach. Canada also has a strong emphasis on research, particularly within the AI community, and there is significant investment from foreign tech companies to help drive substantial growth for innovation. With our local expertise, we can help highlight a brand’s role in driving innovation and growth, while further building on the company’s reputation as a tech leader helping drive the Canadian economy.
Q: What are you hoping to accomplish with your tech communications work?
I hope to continue building on the rapidly growing roster of tech brands that we have the privilege of collaborating with, while expanding into new high-growth areas. I want to see our company further emerge as the go-to agency for technology brands to build their presence in Canada, and with our experience, I know we can help them get there.
Want to learn more about our technology communications work? Let’s connect!
Are you ready for the next crisis?
In our rapidly shaping and shifting world, there is nothing more important than strong leadership. An organization can get along without it in a status quo environment – but the moment crisis rears its head, leaders are needed. Leaders who project strength, communicate clearly and show empathy.
There’s one thing we can be sure of in volatile times: it’s not a question of “if” the next crisis will come, it’s “when”. So, building competency in crisis communications should be a priority for every company and every leader.
Understanding crisis communications management
Crisis was once a term reserved for headline-grabbing events such as oil spills, plane crashes, large corporate scandals or major economic volatility. But in today’s deeply interconnected world, information is available to many different audiences, each with their own priorities. This means something that was previously a minor issue – only of interest to people inside or close to a company – can now be disseminated worldwide in an instant, finding that audience to whom it matters most. A small slipup can impact a company’s reputation and do lasting damage, sometimes more than a major event. Accounting mistakes, social justice issues, supply chain disruptions, privacy and cybersecurity, geopolitical events and workplace dynamics are just a few issues leaders need to navigate today. And they must navigate very quickly and very publicly.
Key elements of crisis communications and management
At ChangeMakers, we focus on five key elements that leaders need in a crisis:
Vision: Communicating a clear and compelling vision for your organization. Your stakeholders – the public, employees, shareholders – need to know your continued purpose and motivation regardless of the circumstances.
Agility: Adapting quickly to ever-changing circumstances and making decisions based on incomplete or uncertain information and communicating well.
Empathy: Showing an understanding of the lived experience and responding to the needs of your employees, customers and other stakeholders. Empathy and compassion should be visible in all communication.
Resilience: Demonstrating you can manage these setbacks and maintain a composed and calm demeanour throughout, while supporting others through transparent and open communication.
Collaboration: Working quickly to use your networks to find solutions to complex situations.
With so much at risk, more should be done to prepare.
A recent poll of executives* who’ve experienced crisis events shows that:
- 38% had not anticipated the risk.
- 24% anticipated the risk but weren’t prepared.
- 64% reported the crisis set their company back financially.
- 35% reported it impacted their ability to retain and recruit talent.
Clearly, more can and should be done to prepare leaders for a crisis – before it hits. Though we can’t know specifics of tomorrow’s crises, we can strengthen our vision, agility, empathy, resilience and collaboration through rigorous and data-informed training.
ChangeMakers Training Academy
The ChangeMakers Training Academy was created to answer this very challenge. We help leaders identify and strengthen the skills needed in crisis… skills that enhance and protect your reputation and maintain and build trust throughout any crisis.
We will help you prepare for any situation through:
- Risk audits
- Rigorous simulations
- Understanding your stakeholders and issues
- Data-driven tools focused on protecting, promoting and evolving your reputation
- Communicating with empathy and transparency
Reputation capital matters more than ever. ChangeMakers Training Academy prepares leaders and their teams to step up when it matters most. Change is always coming – don’t wait for it to tap you on the shoulder. Be prepared to face it with readiness and determination.
*Source: https://senateshj.com/campaigns/crisis/
PR & reputation management
ChangeMakers’ public relations advisors help clients communicate with confidence – particularly when the stakes are high. Together, we build stronger reputations, brands and businesses.
We understand that success depends on reputation. And reputation depends on creating meaningful touchpoints through effective communication with customers and clients, employees, media and influencers, and stakeholders.
Building and protecting reputation is more complex than ever. Our clients need nimble problem-solving partners: senior public relations advisors supported by a team of experts with diverse skills and knowledge, creativity, curiosity, and data-driven insights to support business outcomes.
We work alongside some of the world’s leading brands and help private, public and non-profit sector leaders communicate authentically, drive growth, and change attitudes and behaviors. Whether you are bringing a new brand to market, managing reputation or policy risk, or leading the conversation on critical issues, our team has the experience you need.
Specializing in health, financial and professional services, technology, CPG, agribusiness, infrastructure, education and energy.
ChangeMakers PR & reputation advisors are proud to uphold the Canadian Public Relations Society’s Code of Professional Standards.
Services
- Agribusiness and international trade
- Consumer brand and lifestyle PR
- Corporate communications
- Crisis and issues management
- Data intelligence and analytics
- Earned media, influencer relations and partnerships
- Event management
- Executive positioning and thought leadership
- Media, presentation and communication training
- Pharmaceutical communication, health advocacy, and disease understanding
- Public affairs and policy communication
- Reputation Score – powering Reputation Index and Predictive Analysis
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Change events will impact you both planned and unexpected. From M&A Transactions, Rebranding, Financial Change, Leadership Transition, and Public Crisis.
Learn from others who are navigating change this year.
Dive into our Reputation Index 2024 to uncover how major events impact brand reputation- and learn what it takes to protect your biggest corporate asset- Your Reputation.
