What follows are sixty brief highlights from the book Planning and managing public relations campaigns. A strategic approach (Anne Gregory, Mandy Pearse: Kogan Page, 6th ed., 394 pp.)
- The notion of organizational agility and agile planning has emerged in the twenty-first century as a turn away from the command-and-control structures prevalent in earlier generations (6).
- Strategic planning does not mean that everything can be controlled. That is never possible. But it does take the planner through a process that helps them define the contribution they can make, how they should go about their work, and how they can measure whether they have been successful (7).
- Intangibles, which include reputation, account for more than 90 per cent of the value of commercial organizations (9).
- In today's fast-moving world, public relations has a most vital role to play in not only serving but also shaping organizations (15).
- There is a link between the seniority of the public relations practitioner and the influence they have. If senior public relations managers are part of the “dominant coalition” of company decision-makers, then public relations is likely to serve a key strategic role (10).
- Most public relations activities require a mixture of technician and manager roles, and even at the most senior levels, very few are entirely removed from the implementation role (15).
