Why the Mandelson and Andrew footage is so compelling

There’s something undeniably gripping about the recent clip of Britain’s former US ambassador Peter Mandelson being arrested and the Reuters photo of Andrew Mountbatten‑Windsor returning home from the police station. It isn’t just the shock of seeing two establishment figures caught in moments of acute vulnerability.

It’s the fact that Britain, a country that prides itself on discretion and due process, has stumbled into something resembling the American perp walk, that strange ritual where the accused is paraded before the cameras, handcuffed and flanked by officers, as if shame were part of the judicial process.

That’s not really the done thing in the UK. British justice normally prefers quiet corridors, closed doors and the gentle hum of paperwork.

But the sight of Mandelson being led away, or Andrew being driven along in a car with the unmistakable look of a man who has just spent several hours answering questions he’d rather not, taps into a deep cultural curiosity. These are people who have spent their lives insulated from scrutiny. Seeing them suddenly exposed feels like a crack in the façade of power.

The American perp walk is designed to send a message: no one is above the law, and the public has a right to witness accountability. It’s theatre, of course, carefully choreographed, often criticised, but undeniably effective.

In the UK, the legal system tends to recoil from such spectacle. Yet when it happens accidentally, as it has here, we can’t look away. The footage feels illicit, like we’re seeing something we’re not supposed to. It’s the contrast that makes it compelling: the grandeur of their former lives colliding with the spectre of legal consequence.

What these moments reveal is how powerful visual accountability can be. A written statement can be parsed, spun or ignored. But a man stepping out of a police station at dusk, shoulders tight, eyes fixed on the ground? That image lingers. It tells a story no press release ever could.

AI won’t kill corporate communications, it’ll make it impossible to ignore

Those of us who work in communications hear a lot about how Artificial Intelligence (AI) is going to eat our lunch by wiping out our jobs and taking over ‘everything’.

As is usually the case with sweeping statements like this, the reality is somewhat different.

It’s true, AI is rapidly reshaping corporate communications. But while it will take over some tasks, others are still up for grabs.

Yes, AI is going to take over low-value, labour-intensive activities, there is not much question about that. But it will drive communicators to more valuable, strategic tasks.

As automation takes over routine things, like drafting press releases, managing distribution lists, and carrying out a lot of template-driven work, communicators will be freed up to focus on higher‑value work, such as advising executives how to root communications in their values and business strategy, and focusing on driving stakeholder engagement and trust.

AI-driven content generation does make us more efficient. It speeds up everything from drafting press releases to optimising headlines and search engine optimisation (SEO). This also ensures messaging is consistently refined for maximum engagement.

At the same time, hyper‑personalization allows companies to move beyond broad, generic outreach. Communications can now be tailored to individual preferences, behaviours, and contexts, at scale.

Predictive analytics is becoming a cornerstone of modern reputation management. With real‑time monitoring and trend forecasting, organizations can anticipate issues before they escalate, shifting from reactive crisis response to proactive reputation stewardship.

AI also enhances operational efficiency by automating scheduling, reporting, and meeting summaries, freeing communicators to focus on strategy and creativity.

Global teams benefit from real‑time multilingual translation tools such as DeepL, which eliminate language barriers and support seamless cross‑cultural collaboration. And as audiences increasingly rely on AI-generated answers, visibility will depend on appearing in AI-powered search results, a step beyond traditional SEO.

What does all this mean for communicators?

It’s mainly good news. Communications teams will need fewer people. But the jobs on offer will be more valuable, more strategic. Human judgment, such as context, nuance, and emotional intelligence, remains irreplaceable, even as AI handles tactical execution. New skills will emerge as essential: AI literacy, data interpretation, and ethical oversight.

AI isn’t replacing communicators, it’s elevating us. Those who embrace this partnership will, I believe, lead the next era of corporate storytelling.

Photo by Igor Omilaev on Unsplash

How communications remains highly relevant for business

Corporate communications continues to play a vital role in organisations of every size because the ability to create shared understanding has become one of the few true competitive advantages left.

In an environment defined by rapid change, information overload, and rising expectations for transparency, communication is no longer a support function.

Instead, it has become the glue that holds strategy, culture, and reputation together. Even the smallest organizations now operate in a world where stakeholders expect clarity, consistency, and values‑driven behaviour, and where silence or ambiguity can quickly erode trust.

The argument that communications is becoming less relevant because “everyone can publish” misunderstands what the function actually does.

The challenge today is not producing more messages; it is making meaning out of complexity. Employees need to understand why their organisation is changing and how their work connects to a larger purpose. Customers want to know what a company stands for, not just what it sells. Investors look for coherent narratives that explain long‑term direction.

Communications is the discipline that translates strategy into language people can believe in, and that translation is essential whether a company has 20 employees or 200,000.

AI is not going to change these needs. If anything, the rise of AI and digital tools has only reinforced this demand.

Technology can accelerate production, but it cannot replace the judgment required to decide what should be said, when, and why. It cannot navigate the nuances of reputation, values, or human emotion. As organisations face more scrutiny and more channels than ever before, the ability to craft credible, empathetic, and consistent communication becomes a form of organisational resilience.

Ultimately, corporate communications endures because organisations depend on people, and people depend on understanding. As long as leaders need to align teams, earn trust, and move groups of humans toward a shared goal, communication will remain a strategic force at the centre of how organisations succeed.

Starlink propels ocean rowing into the mainstream

Ocean rowing has always occupied that curious space between heroic endeavour and complete madness. For years it was the preserve of a few hardy souls who thought nothing of spending weeks in a tiny boat, eating freeze‑dried food and talking to themselves somewhere between the Canary Islands and Antigua. Admirable, yes. Mainstream? Not quite.

But something has shifted. The sport is no longer a remote curiosity followed by a handful of enthusiasts refreshing race trackers at odd hours. Thanks to Starlink, ocean rowing has become a spectator event, one that people can actually follow, understand and, increasingly, aspire to.

Rower Guy Dresser at the oars on what was the Talisker Whiskey Atlantic Challenge, now known as the world's toughest row
Guy Dresser mid-Atlantic in 2019

The change is simple but profound: connectivity. Until recently, rowers vanished the moment they left the harbour.

Updates were sporadic, satellite phones unreliable, and footage almost non‑existent.

Now, with Starlink bolted to the stern, crews livestream squalls, post videos of dolphins pacing the bow, and send daily dispatches from the middle of nowhere.

The Atlantic, once a vast communications void, has become strangely chatty.

This has done wonders for the visibility of the World’s Toughest Row. Races that used to unfold in near‑silence now generate real‑time drama. Followers can watch crews battle headwinds, celebrate milestones, or attempt to fix an oarlock at 3am.

Sponsors, once wary of investing in something that disappeared for six weeks, suddenly see value in a sport that can deliver content every day. And for the rowers themselves, the psychological lift of being able to speak to family, or simply know they’re not shouting into the void is no small thing.

Of course, purists grumble that constant connectivity dilutes the essence of the challenge. But the race itself remains unchanged: the ocean is still enormous, the boats still tiny, and the rowing still brutally hard. What’s different is that the rest of the world can finally witness what we see as rowers.

Starlink hasn’t made ocean rowing easier; it has made it visible. And in doing so, it has nudged a once‑obscure pursuit into the edges of the mainstream, where it may yet find the wider audience it deserves.

When PR won’t save a leader’s reputation

Every communications adviser knows there are moments when their job shifts from shaping a message to quietly bracing for impact. I have a real-life example from early in my communications career.

A senior executive stood in front of a room full of his employees, announced they were – sadly – all being made redundant, and then, beaming, shared that he’d just been promoted.

“Every cloud has a silver lining,” he added, as if delivering a line from a corporate pantomime. It was a pure David Brent moment: excruciating, tone‑deaf and instantly unforgettable. (David Brent, if you don’t know, is the hapless, out-of-his-depth corporate manager portrayed in Ricky Gervais’s excoriating series The Office, also reshot for the US market with the brilliant Steve Carell in the lead.)

What makes these gaffes so damaging is that they reveal something PR can’t fix: character. A poorly worded memo can be rewritten. A clumsy interview can be reframed. But when an executive publicly displays a catastrophic lack of empathy, the problem isn’t the message, it’s the messenger. No amount of media training can retrofit emotional intelligence into someone who doesn’t instinctively understand the weight of their words.

These moments also spread with remarkable speed. Employees these days could record them and share them on social media. Fortunately my example took place long before 4G and iphones became a thing.

Still, our executive’s faux pas was leaked to the Guardian newspaper and was published long before the communications team had even drafted a holding statement. By the time PR arrived to mop up, the story had already become a symbol: of arrogance, of detachment, of leadership gone wrong. And symbols are far harder to manage than stories.

The deeper issue is that executives often underestimate how closely people watch them. In times of uncertainty, every gesture is amplified. A misplaced joke becomes a verdict on leadership. A careless aside becomes evidence of indifference. When livelihoods are at stake, humour is not a bridge, it’s a trapdoor.

This is why the most effective protection for executives isn’t spin; it’s self‑awareness. The ability to read a room, to understand the emotional temperature, to recognise when silence is wiser than wit. PR can polish, guide and prepare, but it cannot save someone determined to sabotage themselves in public.

The lesson is simple: leaders don’t just communicate strategy, they communicate values. And when those values appear hollow, no adviser on earth can put them back together.

Photo by Pablo Varela on Unsplash