![]() ![]() What this work uncovers is that often the platform they had is just a symptom of a deeper set of organisational problems. It’s in this context that we’re now seeing more and more businesses seeking to overhaul their platforms into something simpler, more user-centric and ultimately nimble. Others gave up on their current platforms entirely, instead leveraging SaaS platforms that gave them the agility they didn’t have themselves. For many businesses, adapting meant surviving.įor many, they had to cobble something together with what they had, taking precious time and preventing them from meeting users' needs as well as their more nimble competitors did. Over the last year, the initial panic and disruption caused by the pandemic has given way to businesses realising that their large, complex and technical debt-ridden platforms have been one of the biggest barriers to them adapting to this new reality. We’re predicting higher growth in our media department than we are in PR or Digital because more brands are reaching the glass ceiling of digital and seeing that real brand growth comes from above the line advertising. That trend and the success stories will be the evidence digitally native brands need to invest in non-digital channels and therefore I see overall media investment growing across TV, print, outdoor and radio. More advertisers and more revenue than ever before. I correctly predicted last year (well done me!) that 2021 was the year of TV. Lockdown feels inevitable and Covid won’t be any less of a societal issue in December than it is right now. It will require significant investment to win in 2022 and I anticipate some big category winners but also many losers. We saw Q4 disappoint for many brands, and I anticipate growth will be tough for brands in 2022. I’ll start with an overriding negative which is a flattening of the economy and a slowdown on business growth. The trick here is the balance between predictions for the next 12 months and nodding toward bigger, societal and industry wide long-term change such as the metaverse. This includes introducing processes that ensure staff don’t feel judged for needing to adapt their usual routine - such as the ability to book a mental health day in the same way they would a ‘regular’ sick day.Ī greater focus on mental health will also see companies recruiting more mental health advocates, as well as reviewing existing roles: such as the CEO, which is now taking on new meaning as ‘chief empathy officer’. This can help, but ultimately the business has to support whatever staff need to feel better. For example, in the past, where factors in an individual’s personal life have had an effect on their work, business leaders may suggest paid leave or shorter working days. This increased investment is going to provide companies with more resources to implement a mental health policy that is tailored and more meaningful to employees. ![]() In 2022, UK businesses are set to increase the amount they spend on employee mental health and wellbeing by as much as 18%, according to a report from Bupa.
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