Two recent mergers between well-known media companies have renewed discussions about the impacts of entertainment consolidation on consumers. These business moves, such as AT&T’s decision to merge WarnerMedia with Discovery and Amazon’s purchase of MGM Studios, leave consumers conflicted: More than half (56%) of the Informed Public is worried about problems that may arise from too few companies owning too much media, but 7 in 10 of those same worried consumers simultaneously believe that media consolidation makes things easier or better for them by offering greater choice and content.

At this point of tension, U.S. consumers are looking to government to intervene, with about half of the public – and by a nearly 3-to-1 margin – believing political leaders should step in to protect their interests and ensure media companies don’t grow too large. For corporate and government leaders with any proximity to these sorts of transactions, this data suggests they should prepare to proactively engage with stakeholders around merger news to maintain a positive reputation as anti-trust and competitiveness become even hotter topics in Washington this fall.

Among the other findings from the Purple Strategies research:

Merger specifics do not break through crowded news cycles.

Despite a steady volume of media coverage, media mergers aren’t top of mind with the news-engaged public. Days after the AT&T merger, only 33% of respondents reported hearing the news. Despite the relatively consistent stream of news coverage, updates to the ongoing fight to control an integrated content future don’t always break through the noise, even when the impact on consumers may be significant.

The public holds mixed beliefs about the good, bad and indifferent impacts of consolidation on them, personally.

When the public does think about mergers in the media and content space, it holds a wide variety of beliefs about how those mergers will impact consumer choices. Among the informed public, 32% disagree that mergers result in better content options, 35% think mergers would lead to better choices, and 29% do not feel strongly in either direction.

Public concern about these mergers increases with greater awareness of the potential impact.

Overall, 39% of respondents think that media company mergers do not affect them much. In the case of AT&T and Amazon’s actions, the data point to a general concern about media companies becoming “too large;” what could read as ambivalence to these corporate actions may be less driven by apathy and more by a lack of overall awareness. Given context about the potential impact of mergers, people’s views shift dramatically, with 52% saying they think it would be bad for consumers if media company growth goes unchecked.

Bipartisan public permission exists for government to step in.

Nearly half of the Informed Public feels political leaders should step in to help protect the interests of consumers in such mergers, signaling a broad permission to regulate, especially in the context of anti-trust action coming from Congress. Over 50% of Democrats and nearly 50% of Republicans agree that politicians should watch media consolidation carefully, and individuals from both parties agree that too few companies owning and controlling too much media can be a problem.

Beyond entertainment, other industries including technology and finance are consolidating as well. The relatively few ripples caused by the AT&T and Amazon actions show that even major moves might not alarm the public initially, but corporate communicators can’t sit back. Anti-trust advocacy is bipartisan click bait and straight-forward narratives about the potential downside of corporate growth drive the public to want more regulation.

As with most corporate action of this kind, leaders need to commit to engaging with their stakeholders proactively, both to educate and provide them with the needed context for news when and if they encounter it. Part of that action means mobilizing around engaging regulators and elected officials. Maintaining a strong corporate reputation before, during, and after business transformation is absolutely critical to the success of these high-stakes deals.

PURPLE OMNIBUS SURVEY OF THE US INFORMED PUBLIC. N=1000. JUNE 4-7, 2021.

 

Purple partners with Fortune 500 companies, associations and coalitions to anticipate, navigate, and compel change. Please reach out to author Nate Byer or any member of our Purple team to let us know how we can support you.

A version of this article first appeared in Fast Company

 

When Nashville Predators prospect Luke Prokop made history this week becoming the first openly gay active player in the NHL, the statements of support came swiftly from the 19-year-old’s team and league. Official team Twitter accounts across the National Hockey League expressed welcome and encouragement, collected on the hashtag #HockeyIsForEveryone. Key league executives rallied around Prokop as well, including NHL Commissioner Gary Bettman and National Hockey League Players’ Association Executive Director Don Fehr, applauding Prokop’s example and bravery.

For a preview of what the broader reaction from fans and the public might mean for the NHL and its leaders, one might look no further than last month, and to new public opinion and reputation research regarding a similar announcement in the NFL.

With the news of Las Vegas Raiders defensive end Carl Nassib coming out as the first openly gay active NFL player, corporate reputation strategy firm Purple Strategies surveyed members of the U.S. Informed Public (n=1,001 adults 18+ who follow the news regularly) to learn how the announcement and official responses changed the informed public’s views of the National Football League. If what’s past is pre-game, the NHL might expect to enjoy a reputational boost from its actions surrounding Prokop’s historic moment.

In the Purple Strategies research, the NFL is seen gaining credibility with the public for proudly embracing Nassib and amplifying a message of inclusion and acceptance. Half (50%) of the informed public said the NFL’s statement and actions made them have a more favorable opinion of the NFL, and more than half (53%) said they would be proud to say they work for such an organization. For roughly two-thirds of those surveyed, the NFL’s response would spur them to take positive action on the league’s behalf, with 63% saying it would make them likely to speak positively about the NFL on social media, and 69% saying it would lead them to speak positively about the NFL to family or friends.

And these results cut across party lines for younger adults, reflecting a generation that is growing as a share of the U.S. population and broadly more supportive of sports and other organizations taking a stance on issues of inclusion and acceptance. Taking as an example the impact the NFL’s announcement had on the informed public’s likelihood to use or buy NFL products (e.g., watching games, buying merchandise), overall, the results vary widely between Democrats (75% more likely) and Republicans (44% more likely). However, for those age 18 to 34, that gap shrinks considerably (76% more likely among Democrats, 59% more likely among Republicans), leaving a meaningful majority of both parties within the younger demographic ready to take action in support of the NFL.

Nassib’s news registered widely, with almost half of the informed public being aware of the story and the conversation expanding to audiences who may not typically spend time with the sports page. The Nassib announcement earned higher awareness than many other big news stories that week, with 45% of those surveyed saying they had heard the story, and 44% associating the NFL with making a statement and taking action on the topic. High-profile figures tweeted support for Nassib including President Joe Biden, Jemele Hill, George Takei, and Billy Eichner. And LGBTQ+ media outlets like Pink News raised awareness of the NFL’s social position to a broader audience.

Although the NFL has garnered criticism for its handling of certain social issues, gay rights advocates were overwhelmingly positive in response to the latest news. LGBTQ+ organizations like Outsports and The Trevor Project tweeted gratitude to the NFL, adding credibility to the organization in the conversation. That credibility set the stage for authentic storytelling from LGBTQ+ supporters, many of whom expressed their gratitude for representation in the NFL, shared their experiences being gay and playing football, and said these actions would save lives.

By way of comparison, the NCAA also made news around the same time, but did not benefit from similar reputational uplift. The organization’s handling of recent and ongoing issues (e.g., gender and pay equity, compensating players) put the embattled organization on an increasingly descendant path with almost 4 out of 10 Americans believing the NCAA’s best days are behind it, and almost 5 out of 10 of those polled believing the organization is “part of the problem to issues facing college athletics.” Unlike the NFL and potentially now the NHL, the NCAA continues to miss opportunities to meet the moment.

An important lesson for all organizations – and not just sports organizations – is that the playing field has expanded in terms of issues and audiences that warrant careful monitoring, analysis and engagement. It’s not hard to empathize with the challenges facing institutions to overcome the fear of public criticism and manage rapidly changing expectations today, but this research points to an emerging truth: attempting to stall or reverse progress and equity – be it the acceptance of a professional athlete who is a member of the LGBTQ+ community or NCAA athletes being compensated for the use of their image and likeness – is a losing proposition.

Source: Purple Omnibus Survey of the US Informed Public. n=1001. June 25-28, 2021.

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By Rebecca Ballard  |  Managing Director

Cooper brings client expertise honed during a career in Washington spanning every professional angle, including the White House, congressional leadership, K Street, media and campaigns

Purple Strategies has elevated veteran political, policy and brand strategist Rory Cooper to partner. Rory has been a managing director at Purple since 2014, advising top executives and leading advocacy and reputation campaigns for some of the world’s most recognized corporations and issue-based organizations.

“Companies navigating incredibly high-stakes issues turn to Rory every single day because he’s been seasoned by a career at the intersection of politics, policy and reputation and has earned the role of trusted advisor to officials at the highest levels of business and government,” said Steve McMahon, Purple co-founder and CEO. “We were fortunate when Rory chose Purple seven years ago and are proud to welcome him as a partner today.”

Rory joined Purple after serving as communications director for House Majority Leader Eric Cantor where he advised leadership on the party’s agenda and legislative priorities. As part of the original staff in the Office for Homeland Security at the White House, Rory played a central role in the creation of the Department of Homeland Security and the development of a national homeland security strategy in the aftermath of 9/11.

Previously, Rory led communications and strategy for The Heritage Foundation, served as a senior policy advisor at the U.S. Department of Energy, and was director of legislative and intergovernmental affairs at NASA. Along the way, he’s worked on several presidential and congressional campaigns, including President Bush’s reelection efforts in 2004 and as a political staffer for the National Republican Congressional Committee.

“Rory has been there,” said Alex Castellanos, Purple co-founder and chairman. “Whether you are in a war room, fighting to protect your company’s license to operate, or renewing a brand that’s been pushed into the past, Rory Cooper is the guy you want taking you into the future. We are glad he is leading our clients and now, as a partner, leading Purple.”

A graduate of Tulane University, Rory lives in Virginia with his wife, Emily, and their three children.

“Since I’ve joined Purple, I’ve had the extraordinary honor to work with some of the sharpest minds in brands and advocacy,” Rory said. “It’s a joy to work with my colleagues to help our clients navigate issues and business and reputation challenges. I’m humbled by the clients we get to work with and the trust they place in our team.”

In addition to Steve McMahon and Alex Castellanos, Cooper joins a partnership that includes Kristen Morgante, the firm’s Chief Operating Officer; Jillayne Smyth Rogers, Chief Creative Officer; Mark Squier; John Gatti; and Chris Durlak.

Purple Strategies has added Nick Driver to our growing insights function as a research director. Nick joins Purple from Hill+Knowlton Strategies, where he most recently led the agency’s U.S. research team and worked with the agency’s leadership to integrate and scale Data+Analytics services across the agency’s global network.

“Our need for deep insights has never been greater than this past year as we worked with clients to navigate the significant changes and complex issues that have emerged, and Nick’s extensive expertise in public opinion polling and counseling corporations through difficult times makes him a strong addition to our team,” said Steve McMahon, Purple co-founder and CEO.

Nick started his career at Public Strategies Inc., a public affairs firm based in Washington, D.C., and Austin, Texas, fielding opinion research and generating insights that helped shape large corporate campaigns for clients. His work covered everything from state-wide ballot initiatives to product recalls, energy issues, financial crises, mergers and acquisitions, and many other reputational challenges for diverse sectors that include healthcare, retail, finance, food and beverage, and digital entertainment.

After Public Strategies merged with WPP’s Hill+Knowlton in 2011, Nick spent a decade with the firm working across the U.S. and globally. He first went to Los Angeles to grow the research practice on the West Coast, then led the U.S. research team and efforts nationally, finally taking on an expanded remit to build Data+Analytics services and products to be scaled internationally across the global Hill+Knowlton Strategies network.

“Coming to Purple brings me back to my roots of using research to inform strategy for high-stakes reputation campaigns that create significant business impact,” Nick said. “That has never been more important than it is in today’s business climate, and Purple’s commitment to using insights to drive strategy is extraordinary, so it’s a really exciting time to be joining the firm.”

Nick graduated from Texas State University, where he earned BA and MA degrees in Communication Studies.

More than a year into shouldering the mounting effects of a global pandemic, moms in the workforce hoping to find celebratory spring flowers are instead in for bouquets of more bad news. From more than 2.3 million women dropping out of the labor force, to moms taking on a “double shift” of housework and caregiving alongside day jobs to keep families afloat, to predictions it will take decades to recover women’s lost wages from the pandemic (to say nothing of the generations now needed to get to pay equity), to outcomes that are even worse for Black women, research continues to paint a dire picture for working moms.

Companies, however, are in a position to deliver hopeful news to working moms, according to new Purple Strategies polling. Our latest research views that picture through the lens of corporate reputation. It investigates employee experiences of both parents and non-parents during the pandemic and the expectations workers have now for companies, and it points to ways businesses and leaders can be part of solutions to the challenges working moms face, helping all of their employees in the process.

What We See

Working through a global pandemic has been hard on all employees, but working moms have experienced certain negative impacts to a greater degree than others.

Working moms are experiencing less help and feeling less supported by their companies than dads are, despite the fact 7 in 10 moms report being the adult primarily responsible for their kids’ virtual learning.

• 39% of moms say their employer has done a lot to help accommodate their need to manage at-home learning or loss of childcare during the pandemic, compared with nearly half of dads (48%)
• Moms report at rates 6 to 7 points lower than dads being offered benefits by their employer as a parent trying to manage at-home learning during the pandemic, like additional paid time off, bonus/short-term payments to help with childcare, and providing a long-term childcare solution – benefits desired equally by moms and dads
• 54% of moms, compared with 68% of dads, feel like their company leadership is trying to accommodate what they are facing with childcare/family obligations during COVID-19
• 61% of moms, compared with 73% of dads, feel like their manager/supervisor is trying to accommodate what they are facing with childcare/family obligations during COVID-19

Working moms also say they have had to consider or take action on a range of steps as a result of work/life pressures brought on by the pandemic, at rates notably higher than non-parents.

• 35% of moms have reduced their work hours, compared with 13% of non-parents (an additional 29% of moms have considered it)
• 23% of moms have left their company/employer, compared with 13% of non-parents (an additional 27% of moms have considered it)
• 26% of moms have changed careers or jobs to one that would be easier to balance, compared with 10% of non-parents (an additional 25% of moms have considered it)

Non-parents might not be seeing the extent of some of the damage being done to working moms, and yet they are very supportive of what companies are doing to support parents right now.

The impacts of the pandemic on women’s careers might not be as visible to non-parents within their organizations as they are to those most affected. While about one-third of non-parents say that women in their organizations have left or taken on less challenging work assignments while they are trying to balance work and childcare, one-half of parents report seeing this within their own workplaces.

However, in terms of flexibility and benefits being offered to parents during this unprecedented time, non-parents’ views are supportive and right in line with those of parents.

• 7 in 10 employees (68% of non-parents, 70% of parents) agree that employers should play a significant role in helping their employees who are parents, accommodating their need to manage at-home learning or loss of childcare as a result of the pandemic
• 7 in 10 employees (69% of non-parents, 71% of parents) agree that employers who are offering more flexibility to working parents during COVID-19 are doing what is right for their employees and for society during this unprecedented time

What It Means

A company has meaningful opportunity in this moment to build a reputation as an employer of choice, not just for working moms but for all employees.

There’s a cautionary narrative that is sometimes presented in employee engagement that says supporting one group of employees too much can alienate another group, and vice versa; this played out in a different way in this research.

When asked to consider how their employer’s handling of their personal work situation during the pandemic would impact their likelihood of taking certain actions – like continuing to work with that employer, recommending the company to others, speaking on the employer’s behalf if it were criticized or under pressure, or rating the company’s reputation favorably – parents’ experiences with their employers made them more likely to take these actions than non-parents. But there was no opposite reaction for non-parents – no meaningful difference between parents and non-parents reporting they were less likely to take those actions. The attention shown to the unique work situations of parents had a positive impact on key employee engagement numbers for those employees, without harming those measures for non-parents.

Similarly, the data shows that what companies are doing right now to support and retain women during this time has a distinctly positive impact on the willingness of parents (66%) and non-parents (56%) alike to work at, buy from or do business with that company (with no meaningful difference between the groups to the opposite effect).

What Companies Can Do About It

To leverage these insights, companies could consider three areas of focused action:

(1) Ensure empathy is front and center in your planning for parents and non-parents alike.

When Purple gathered with 50+ CEOs from across industries recently to reflect on learnings they will take into the era beyond COVID, one that stood out was their belief that we’re entering a new era of empathy. Your employees have all been through hell, with moms’ version tending to burn a bit hotter than others. Given a list of words to describe how they’ve been feeling during the pandemic, non-parents’ and working moms’ “top five” lists shared stressed, anxious, depressed, and overwhelmed – the one difference was bored for non-parents and burned out for moms. Listen to all employees’ needs, and then support them accordingly. Invest in mental health and well-being, set realistic performance expectations, and manage toward sustainable workloads.

(2) Maintain momentum on benefits for caregivers.

This new data shows that investments in these areas drive loyalty and advocacy of parents, with no downside among non-parents, so leverage this opportunity to help caregivers, differentiate from competitors, and build up your employment brand. The top five benefits parents in this survey cited as those that would be most helpful to them in balancing work and parenting responsibilities were a flexible work schedule (46%), additional paid time off (35%), bonus or short-term payments to help with childcare (26%), assurance that having children present is not going to harm my career or professional image (26%), and providing access to short-term or drop-in childcare facilities (24%). Ask your employees, through surveys or conversations, what would be most helpful for them.

(3) Constantly counteract the forces taking women from your workforce and leadership pipeline.

The challenges around keeping women in the workforce and boardrooms during this time are one of the central issues corporate leaders are grappling with in this second year of COVID response. Across these groups in this research, 6 in 10 agree the disappearance of women from the workforce during COVID is a significant problem for the number of women in management and leadership now and in the years to come. Steps around empathy and caregiver support above are a great place to start as part of a broader commitment to maintain focus on these issues for the long term.

 

Source: Purple Pulse Survey of the US Informed Public. N=1,092. March 5-9, 2021.

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Purple is actively partnering with companies and industries to navigate the ever-changing COVID-19 pandemic and prepare for the future that will come after, bringing deep experience helping the world’s best-known companies navigate the world’s toughest challenges. Please reach out to author Rebecca Ballard or any member of our Purple team to let us know how we can support you.

 

By Rebecca Ballard  |  Managing Director  |  rebecca.ballard@purplestrategies.com

Having most recently served as Communications Director for the Democratic Congressional Campaign Committee (DCCC) during the 2020 election cycle and on the DCCC team that flipped the U.S. House in 2018, political communications and campaign strategist Cole Leiter has joined Purple Strategies as a director.

“The world’s most influential brands and corporate executives are increasingly expected to lead on issues and influence public debate in ways that may be new to them but are central to successful political campaigns. That is why Purple has always grounded our approach in political campaigns and why the campaign experience Cole brings to our team is such a valuable and in-demand asset,” said Steve McMahon, Purple co-founder and CEO. “From day one, Cole is making a difference for our clients and we’re happy to have him on our team.”

Working on and with federal campaigns from Florida to Texas to Maine, Cole brings valuable perspective on how campaigns, organizations and brands must work to intentionally connect with diverse audiences as they undergo massive demographic and behavioral shifts. He is experienced training principals to communicate their stories, with a focus on humanizing data-driven messages that persuade targeted audiences through personal narrative.

“Our world is changing rapidly and businesses that intentionally adapt to meet challenges and evolve with their customers are smartly positioning themselves for the long haul. The team here at Purple is unrivaled in their ability to help businesses identify and engage with that change. I look forward to bringing the same focus on authentic storytelling to our clients that I emphasized for the campaigns and teams I partnered with in Democratic politics,” Cole said.

Cole’s arrival continues to deepen the firm’s “Purple” political roots that bring a mix of “red” and “blue” perspectives to corporate challenges. Other political and campaign veterans who’ve joined Purple in recent months have included Jordan Davis, a Hill veteran most recently senior advisor to the House Energy & Commerce Committee and policy director and communications advisor at the National Republican Congressional Committee (NRCC); Jen Kohl, previously communications director for President Obama’s successful re-election campaign in Virginia as well as a Hill veteran; Jordan Jackson, previously with the Congressional Black Caucus PAC and Institute; Justin McCorvey, previously a legal fellow with the U.S. House; and Kayla Johnson, most recently a state digital director for the Biden for President campaign.

A native of Raleigh, North Carolina, Cole graduated from Williams College with a B.A. in Political Economy.

5 Themes from The CEO Forum’s First Transformative CEO Summit

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Purple Strategies is the thought leadership and polling partner of The CEO Forum Group and Transformative CEO Summit. The CEO Forum convened its inaugural Transformative CEO Summit on February 25, 2021, featuring more than 50 CEOs of leading companies discussing creative ways to solve today’s most pressing challenges. This article first appeared in the digital magazine of the inaugural Summit.

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When the CEOs of more than 50 leading companies gathered for the first-ever Transformative CEO Summit to suggest and debate creative approaches to addressing today’s most pressing challenges, the anniversary of the start of the COVID era was near.

And while the pandemic didn’t have a slot on the Summit agenda, its lessons and legacy wove through the keynotes and discussions as a strong and distinctive thread: The importance and resurgence of human connection emerged from transformative CEOs as the unifying lens through which these leaders reflect on the unprecedented events of the past year and look ahead with optimism and renewed purpose.

In a year when “success” required the world to avoid close physical contact and to shift to a digital-first posture, our shared experience characterized by the lack of human connection crystallized for CEOs the myriad ways human connection can be differentiating for a company as we enter this next era. Whether discussing technology, finance, corporate citizenship or any other topic, the CEOs repeatedly surfaced an array of elements of human connection as being critical to advancing the goals of their organizations and meeting their obligations to society – as individuals and as corporations.

The following forces related to connection are ones transformative CEOs recognize as shaping the business landscape at this moment.

(1)  A new era of empathy.

Business leaders across industries recognized that COVID has ushered in a new era of empathy, in which business itself must play a central role in prioritizing the physical and emotional wellbeing of all stakeholders – employees, customers, partners, suppliers, and the communities in which they operate. As companies look to re-open and in some cases reinvent their industries, leaders will be particularly attuned to the safety and security of their employees, for whom continued corporate empathy will be integral to their business success and driving toward strong reputation outcomes, including trust and talent recruitment/retention.

(2)  The promise of a deeper, more human embrace of tech.

COVID significantly impacted businesses’ reliance on technology, as many were forced to adopt or accelerate their adoption of digital solutions in order to compete, or even simply survive. Recognizing that rapid technological change is never without disruptions, industry is now looking to the convergence of the physical and digital world – the “phygital” space – to combine technology with human intellect and drive competitive advantage and continued business transformation.

(3)  An inflection point for Purpose.

While corporate America has signaled its intention to move beyond shareholder primacy and instead serve a broader mix of stakeholders, COVID accelerated the need for businesses to translate Purpose into action. Companies that responded to the moment adopted flexible work-from-home policies, found ways to support single parents and those struggling with childcare, offered discounts and deals to offset the financial strain many were feeling, and prioritized employee health and safety. As they move beyond this moment, leaders stressed the importance of continuing their commitment to serving a full coalition of stakeholders and defining their Purpose through action.

(4)  Urgent acceleration of focus on diversity, equity and inclusion.

The recent and overdue reckonings around racial justice and gender inequality forced companies to look in the mirror and across the boardroom to evaluate whether their stated corporate values matched their business realities. The lack of diversity among the CEO population itself is an important reminder of the significant gap between the two. Transformative leaders are resolved that the private sector must shift away from talking points in favor of tangible action to address inequalities across industry sectors (and particularly in finance, healthcare, education and tech); bring about greater representation and diversity in the executive ranks and boardrooms; and charge every employee in moving companies in a positive direction.

(5)  A new and enduring legacy of crisis preparedness.

The ongoing global pandemic delivered a wake-up call to corporate leaders that this type of event can and will come again, and the organizations that will survive in the long-term are those that are already preparing for the next crisis event. While society more generally might yearn for a “return to normal” there is little room among executives for nostalgia to go back to the way things were before. Transformative leaders are approaching decision-making and forecasting with the lens of when not if. Proactively preparing for the inevitable next global catastrophe will demand that companies assume a culture of innovation and a willingness to adapt that will be key to their survival.

Leaders at the Transformative CEO Summit helmed their companies through an unprecedented crisis that upended the business world (not to mention every facet of society), and convinced them of the certainty of crises to come. Despite this, many of these leaders expressed a sense of optimism – optimism in their ability to reinvent their industries and play a role in rebooting society in the wake of massive disruption, and optimism in their ability to confront and navigate future challenges. For proof and inspiration, leaders pointed to previously unseen cross-industry collaboration, technological adoption, agility in decision-making, and building a culture of “yes” – in some cases overnight – to adapt to this disruption.

They revisited their values; prioritized corporate citizenship, diversity, and inclusion; and challenged themselves to manifest Purpose through action, for all of their stakeholders. CEOs hope to enshrine the lessons learned over the last year, along with greater appreciation of human connection, through their leadership well beyond COVID.

 

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Purple Strategies is the thought leadership and polling partner of The CEO Forum Group and Transformative CEO Summit. Purple formed 12 years ago when two political firms that were asked regularly to partner together to bring a mix of “Red” and “Blue” perspectives to corporate challenges decided to join forces. Through the years Purple has continued to evolve, bringing in diverse perspectives across a multitude of disciplines. Today, Purple is an independent, fully integrated corporate reputation strategy firm, inspired by politics, driven by data and insights, partnering with clients around the world to anticipate, navigate, and compel change. Purple blends the creativity of brand communications and the speed and strategy of political campaigns to serve Fortune 500 companies, coalitions, associations, non-profits, and some of the most recognizable brands in the world. 

While it may feel as if TikTok appeared overnight at the beginning of the pandemic, the video-first app has been rapidly growing since its release in 2016. In the United States alone, the app has seen an astounding 800% increase in monthly-active users from January 2018 to August 2020.

As more and more users flock to TikTok, brands are beginning to find success in marketing through the platform. But when it comes to driving and protecting brand reputation, teams are scrambling to navigate the TikTok rules of engagement.

There are certainly positive and productive ways to insert your brand into a viral TikTok challenge or use the platform to drive brand reputation, but what happens when your company becomes the face of negative backlash spreading like wildfire and reaching millions? Many teams are caught flatfooted with little knowledge of the app’s capabilities and no plan of action to put out the fire. But that doesn’t have to be your brand’s story.

We’ve unpacked three important takeaways for brands to consider when scenario planning and responding to reputation issues related to TikTok.

(1) Issue lifespans are unpredictable because time is meaningless on TikTok.

While time is a major factor for algorithms on Facebook, Instagram, and Twitter, TikTok algorithms are mostly based on user interaction and preference. Therefore, users dictate the lifespan of an issue and it only dissipates when its relevancy among users drops.

In addition, videos on TikTok don’t show timestamps, which means that even videos that are months-old can be served to users and suddenly go viral without warning. Research from the University of Illinois at Urbana Champaign indicates that social media users treat older content on social media differently, with anything more than two days old being less likely to generate engagement. TikTok’s veiling of original posting date shifts the rules of engagement, allowing something that would have been a fleeting trend on another platform to sustain and build through longer engagement periods on TikTok.

The sheer volume of content on TikTok creates new trends every hour of every day, so potential issues could also go as quickly as they came. It’s all up to the users.

Consideration for reputation leaders

• To get ahead of potential issues, include TikTok as part of your communications scenario planning and monitoring protocol. Because existing tools are unable to monitor and share alerts for topics on TikTok, it’s critical to regularly explore the app for potential issues. Evaluate now if your brand should create a TikTok account for response and engagement before an issue arises, so you’re better equipped to act swiftly.

(2) Misinformation is rampant, but community checks and balances exist.

Content on TikTok ranges from celebrity gossip to health to politics to sports and everything in between; videos can be silly and playful or serious and impactful. But similar to its peer apps, one thing TikTok is not immune from is mis- and disinformation. And while there are minimal formal guardrails to prevent the spread of falsehoods, defenders of science and truth can often be found in the comments section.

Scientific vigilantes take information they hear or see and conduct their own research to confirm or refute the content. For example, when product ingredients are under fire, they scour the web for legitimate sources and share what they’ve learned in the comments section, sometimes coming to the defense of specific brands, but more often fighting for the sake of valid science. Healthcare professionals are especially vocal in combatting falsehoods and sharing their knowledge. Those credible scientific voices can go a long way to change the narrative and have the potential to be invaluable assets to brands if the situation warrants.

Similar to other platforms attempting to combat misinformation, TikTok has recently added a warning when users click to share “unverified” content. Users will still be able to share the video, but the platform is hoping to encourage an extra pause for consideration before sharing.

Consideration for reputation leaders

• Identify credible voices on the platform who can speak on your behalf and set them up for success (i.e., through offering trainings or providing messaging materials). In addition, make sure your counter-narrative is discoverable for those conducting their own off-platform research.

(3) What happens on TikTok, doesn’t usually stay on TikTok.

There is power in TikTok’s community, and that power spreads easily. It has been harnessed to spread public health information, raise money for good causes, or even “sell out” a Trump rally. In our increasingly digital world, the content that’s shared on TikTok quickly finds its way onto Instagram, Twitter, headlines and even the nightly news. Keep in mind that as the platform changes, so does the audience.

It may be tempting to disregard TikTok because it’s “just for kids” or only produces “silly viral trends,” but that mindset could be potentially detrimental for your brand or product. Not only is the power of the TikTok community stronger and more diverse than many people think, but its tendency to jump off-platform alone is reason alone to prioritize it in your company’s reputation management planning.

Consideration for reputation leaders

• As TikTok issues arise, your action plan should reflect on- and off-platform responses. Consider what your audiences might come across in their Google searches. Will they be met by ads from trial attorneys and critical organizations, or will they be met with useful and authentic content from your website? Create a holding statement and prepare a spokesperson for instances when the issue spreads to news headlines and evening broadcasts. Prioritize an always-on approach through programmatic with critical segments. Take these TikTok issues seriously and prepare accordingly.

 

Purple partners with Fortune 500 companies, associations and coalitions to anticipate, navigate, and compel change. Please reach out to author Lindsay Christel or any member of our Purple team to let us know how we can support you.

In honor of Women’s History Month in 2020, we highlighted and celebrated a cross-section of the impressive women who make Purple the special place that it is. With women comprising almost 60% of our talented team, and more than 60% of our client teams benefitting from women in leadership roles, that spectrum of women to potentially feature was – and continues to be – wide.

For our 2021 project, we went narrow.

We grabbed five minutes with four executives leading critical segments of the business and people at Purple: the heads of our world-class creative and insights teams (Jillayne Rogers and Denise Brien), our executive and logistics function (Zibby Logie), and the firm as a whole (Kristen Morgante). And we asked them to share perspectives and thinking in honor of Women’s History Month. Here they reflect on the women who’ve inspired them, the best or worst leadership advice they’ve received, actions they think organizations could take to enhance their pipeline of women leaders, and more.

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Partner and Chief Operating Officer

Kristen Morgante 

A woman or women who have inspired you during your career. 

“I’ve been blessed to work with so many amazingly talented women throughout my career, but I have to say I’ve gotten my inspiration from my mom and my younger sister for very different reasons. My mom always pushed me out of my comfort zone and my sister has modeled the effectiveness of quiet leadership. You don’t have to be the loudest person in the room to get people to listen, but you do have to be willing to share your point of view.” 

The best or worst leadership advice you’ve gotten. 

“It certainly wasn’t leadership advice, but I did have an experience that shaped the type of leader I aspire to be. Early in my career, a friend set up a meeting with a high profile political journalist to talk about opportunities in broadcasting and journalism. After speaking with me for 10 minutes, he sat back in his chair and said, ‘since you don’t really know what you want to do, I suggest you go waitress somewhere so as not to waste anyone’s time.’ From that one meeting, I learned how meaningful it can be to act as a generous advocate.“

One thing companies should do to retain or increase the number of women in their talent/leadership pipeline.  

“Time is in short supply these days, especially for working parents. The one thing we’ve learned throughout this past year, is that the way people can work has changed. Offering flexibility for women may be a way to keep women in the work force for longer periods of time.“

What you wish you could tell a young woman starting out in her career, or yourself at that stage. 

“Be brave. Push yourself to be uncomfortable and embrace change. It is not advice I’ve always followed, but it is something we are trying to instill in our two young daughters AND our two young sons.” 

Something good – lesson, habit, memory, etc. – you’ll keep from this past crazy year. 

“I’ve learned the importance of maintaining balance and establishing boundaries between work and family. Nobody will do it for you. And if you want to show up professionally, you have to be comfortable giving yourself permission to be present in your personal life.“

More on Kristen

 

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Partner and Chief Creative Officer

Jillayne Rogers 

A woman or women who have inspired you during your career.

“Coco Chanel. It’s cliché, of course, but what inspires me is her sticktuitiveness on ‘being different.’ She built a billion-dollar empire by breaking the mold.”

The best or worst leadership advice you’ve gotten.

“‘Anyone can hold the helm when it’s calm.’ I think I first heard this in a political strategy session in reference to a candidate, but it really oriented my thinking about leadership as a duty and not an accolade.”

One thing companies should do to retain or increase the number of women in their talent/leadership pipeline.

“I try not to think about retaining women, specifically, I try to think about retaining HUMANS, period. Recognizing that the people you work with have so many important things in their lives – including work – and many, many demands upon their time and resources helps up an organization’s empathy and keep great people. I think this is something Purple excels at, actually, thanks to the leaders we have (many of whom are women! ha!).”

What you wish you could tell a young woman starting out in her career, or yourself at that stage.

“‘Having it all’ means having it all at the same time! So be kind to yourself and embrace the chaos.”

Something good – lesson, habit, memory, etc. – you’ll keep from this past crazy year.

“With so much downside to this year, I’ve made it a habit to think about one upside thing every day. Like maybe more zoom calling with friends who are far away will stick around! I didn’t do that much before the pandemic.”

More on Jillayne

 

Managing Director, Insights Operations

Denise Brien 

A woman or women who have inspired you during your career.

“I have been fortunate enough to work for several amazing women leaders throughout my career – women who gave me my first real job, introduced me to my current field, promoted me to my first management position, and brought me to Purple Strategies. But I’ll single out my late friend and mentor Patricia Martin, who was the COO of the first company I worked for – she taught me to stand up for myself when I was just starting out, she reminded me to take pride in every job that I did, no matter how small I might think it was (‘Because if you can’t do a small job well, why would anyone trust you to do more?’), and she gave me ‘permission’ to stop making homemade pie crust for Thanksgiving (in her trademark Lubbock drawl, ‘Honey, I haven’t made a pie crust in 30 years!’) – all lessons I am immensely thankful for to this day.”

The best or worst leadership advice you’ve gotten.

“The best advice I’ve received on leadership: when you think about how you want to lead, think of the people you think are great leaders. Reflect on what it is about them that resonates with you and inspires you, and what they do and say that makes you want to follow them. Do that, to the best of your ability. Then think about people you think are bad leaders, and what they do (or don’t do) that makes you feel that way – and try not to do that.”      

One thing companies should do to retain or increase the number of women in their talent/leadership pipeline.

“Can I do two things? Larger companies should pair every emerging woman leader with someone in the C-suite, to help women develop their professional network, introduce those already in power to their competencies and accomplishments, and create sponsors who will be in a position to lobby for women leaders to get jobs at the next level in the future. And all companies should set goals in their hiring process to ensure that they are recruiting and interviewing women and diverse candidates.” 

What you wish you could tell a young woman starting out in her career, or yourself at that stage.

“Develop a close relationship with feedback: listening for it, asking for it, internalizing it, addressing it.  Understand that feedback comes in all shapes and sizes, and will just as often come indirectly (i.e., not called out specifically as feedback) as it will directly.”

Something good – lesson, habit, memory, etc. – you’ll keep from this past crazy year. 

“We have a pink dogwood tree right outside the window of my home office. Until last year, I’d never been home during the day to see it blossom and fill my window with pink flowers. Early in the pandemic last Spring, I developed the habit of getting up from my desk for a 5-minute break to look out the window at this beautiful tree. My moment of zen.”

More on Denise

 

Head of Executive Operations and Logistics

Zibby Logie

A woman or women who have inspired you during your career.

My mom. She came here from New Zealand at the age of 23 with my dad to start a new life. She left all her family and friends for the unknown. It fills my heart every day with gratitude.

The best or worst leadership advice you’ve gotten.

Always treat people – no matter who they are – the way you would expect to be treated yourself. Be confident but always humble. And ask questions – no question is a dumb one.

One thing companies should do to retain or increase the number of women in their talent/leadership pipeline.

Include and empower female employees to shape the company culture. Better education around gender bias and inclusion. We can’t expect everyone to inherently know how to check their own biases. This has to be a proactive and ongoing effort to be inclusive and see things from another perspective.

What you wish you could tell a young woman starting out in her career, or yourself at that stage.

Build as many relationships as you can, don’t burn any bridges, and always be a team player. 

Something good – lesson, habit, memory, etc. – you’ll keep from this past crazy year. 

Life really is short. Appreciate the people you have in your life; let them know they are loved and valued.

More on Zibby

As we enter the second year of the COVID pandemic, Purple gathered a group of corporate reputation strategists who have spent the last year helping companies navigate some of the most important and central issues of COVID to identify key challenges that corporate leaders will likely face.

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Purple is actively partnering with companies and industries to navigate the ever-changing COVID-19 pandemic and prepare for the future that will come after, bringing deep experience helping the world’s best-known companies navigate the world’s toughest challenges. Please reach out to any member of our Purple team to let us know how we can support you.

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The intersection of the ongoing economic crisis, the continuing pandemic, the social justice movement and increasing inequality are just the short list of what leaders need to acknowledge, manage and help to solve.

Signing well-intentioned letters and making future commitments are sometimes appropriate but will not suffice at this moment. What is needed now are brave and courageous corporate leadership actions that can “bend the K-curve” economic recovery. Creation and adoption of employee policies and culture that accommodate varying degrees of fear, uncertainty, and unique personal circumstances will be essential. Leaders will need to imagine forward rather than look to playbooks of the past.

While companies will continue to deal with the pandemic head-on, we believe they will also increasingly have to navigate COVID in the background through two macro trends: (1) redefining “normal” as we return to normal, and (2) an acceleration of deepening societal divides in need of uniters. As seen through those lenses, here are 10 COVID challenges on the horizon for corporate boards and executive teams.

TREND 1: Return to “Normal”

The very notion of “normal” is now an unknown and shifting target. Corporate leaders must account for a multitude of ofttimes competing expectations from a complex web of stakeholders – employees, customers, communities, government, NGOs, climate activists, social champions – who all see business as critical to shaping a normalcy that works for many. Absent a shared understanding of “normal” or agreed-upon timetable for when that transition should occur, company leaders can expect to both drive and defend their decisions around the parameters of the new normal.

(1)  As companies look to “build back better,” the question will be “better” for whom?

“Build back better” represents the Biden team’s economic recovery plan for American workers, pledging to “create millions of good-paying jobs” and to “treat American workers and working families as essential at all times, not just times of crisis.” But the hope for the American economy to be rebuilt in a more equitable way will be met with the reality that the radical changes in how companies worked during the pandemic will continue well past the pandemic’s end.

• Pandemic-necessitated automation is here to stay: The pandemic accelerated an already fast-moving trend away from high-touch jobs toward touchless alternatives – self-checkouts instead of cashiers, chatbots instead of call centers, automated toll tags instead of toll booth attendants, to name just a few. Companies that turned to technology to replace lost productivity during the pandemic are not likely to return to pre-COVID staffing levels, and additional job losses are likely as tech and automation solutions that went into development in the earliest shutdown come online in the days ahead.
• Desire for convenience will prevent return to pre-COVID consumer behaviors: American consumers have also benefited from convenience brought about by necessity – for example, the shift to e-commerce, which the pandemic accelerated by five years according to some estimates. Many consumers who initially adopted new habits during the pandemic to #flattenthecurve will give up their previous behaviors for good. But companies adapting to meet consumers’ shifting expectations and maintain efficiency gains will face reputational risk as a range of stakeholders question decisions that have directly or indirectly resulted in thousands of job losses.
• Transitioning workers will need a new champion: The pandemic has brought about the decline of jobs and industries faster than the impacted workforces can transition, and one of the primary safety nets in previous cycles – public funding of education – is itself a casualty of this pandemic. American businesses have an opportunity to fill this void.

(2)  A permanent shift to work-from-home risks setting conditions for decreasing employee loyalty and increasing employee activism.

Many U.S. office workers who found themselves abruptly working from home in the interest of public health have now internalized work location flexibility as an expected benefit in corporate America’s “return to normal.” Companies wishing to retain and attract top talent will have no choice but to codify some level of workplace flexibility, and this shift away from central work locations will have several other potential repercussions.

• Work from home means anyone can work anywhere: Before the shift to remote work, some employees may have chosen to stay with their employer at least in part due to geography. While not the same as having a strong emotional connection to one’s employer, location nonetheless served as a reliable factor in talent retention. Greater work location flexibility will be an enduring effect of the pandemic. Employees will not easily part with what they clearly see as a benefit, and that same flexibility removes the geography-related obstacles to staying with one company.
• Decreasing connection to employers and co-workers: Workplace connections are another factor that fuel company satisfaction and loyalty, and COVID has disrupted the types of personal bonds between co-workers that form through social interactions outside of work. And employees hired during the COVID era have had few if any opportunities to form deep interpersonal relationships and connections with their co-workers at all.
• Company loyalty as a buffer against activism: As workplace personal relationships suffer, so too will company loyalty. Diminishing company loyalty (to the company or its people), in turn, lessens the hesitation some employees might normally feel going public with company issues, or conceals alternative (and more productive) internal avenues employees might have taken in the past to resolve issues and grievances.

(3)  The CSR issue landscape will likely narrow but increase in importance in a depression-type era and climate emergency.

In a strong economy, thriving companies can look beyond the basics of their own financial health and security, and individual stakeholders have more leverage to demand companies deliver value beyond the bottom line. But the economic downturn prompted by COVID-19 has pushed many companies into survival mode – focused on business continuity and how to weather a storm of uncertain duration. As the pandemic economy continues, companies will not entirely abandon their CSR efforts, but some initiatives will be temporarily tabled, while others will become increasingly urgent.

• Divide over what to do, when: Partisan differences over which CSR initiatives to pursue and on what timeline won’t just play out in the political arena. They will also shape expectations and pressures on companies from external stakeholders and among their own employees. Conservative-leaning constituencies will push companies to focus on rebuilding the economy while liberal-leaning stakeholders will warn against delaying progress on priorities like social justice and climate change.
• Shared economic realities create attractive common ground: COVID’s economic impact has ignored party lines, making it an issue around which there’s a greater shared reality than many others in this pandemic. Providing economic relief will be a CSR territory on which corporate and political leaders from both sides of the aisle can cooperate.
• Convergence of business and social needs: Rather than forcing the selection of one or the other, companies and policy stakeholders will push for uniting economic and social needs. Action on a priority like infrastructure, for example, will also require making progress on the environment.

(4)  The return to work and play will be both quicker and slower than Americans would like. Divergent expectations and lack of societal norms will create significant conflict that businesses will be forced to mediate.

From live events, to happy hours, to handshakes and hugs in social settings, being able to enjoy one another’s company in person again is one of the milestones most coveted by the public. Unfortunately, there will be no magic moment at which that milestone is achieved. Americans will have vastly different perspectives on when specific activities will be safe again, and under what circumstances, and businesses will be among the leading navigators of plotting the course back together.

• Vaccine policies and customer behavior intersect in the real world: Questions and concerns related to the COVID vaccine will move from the realm of public health officials and scientists to the realm of workers on the front line of businesses – the front desk worker in an office, the host or hostess in a restaurant, the greeter in a retail store, and the parking lot attendant at a concert venue, will need to become part of a company’s plans for enforcing the company’s vaccine policy with customers.
• Companies in a difficult position of mediating safety: Once government-directed safety protocols like mask mandates and capacity limitations start to ease, members of the public may still prefer that they continue for comfort and safety reasons. Companies will be in a position to set and enforce their own, custom network of regulations.
• Businesses will have to navigate the space between passionate camps: Compromise and diplomacy are often considered positive approaches to resolving differences, but they will prove to be ineffective in the face of the passions surrounding re-openings. Being in the middle of the “fast” and “slow” is a reputationally violent place to be and will present short- and long-term challenges for companies.

(5)  Companies – and managers – will need to face America’s deteriorating mental health as it continues to directly impact the workplace.

News of COVID-19’s monumental impact on mental health is already well-documented. The effects of long-term isolation, reduced access to mental health services, the stress of managing the demands of work and home life, and the economic challenges people have faced, are just a few of many challenges COVID will leave in its wake. The pandemic’s mental health toll will continue having real implications for how businesses operate with employees and other stakeholders.

• Mental health as employer priority: In the near term, employers will be expected to continue investing time and resources into employees’ mental health in the form of mental health care coverage as well as policies like flexible hours, more direct engagement from managers, and health and wellness stipends.
• New spotlight on opioids: Companies already involved in defending against allegations of their role in the opioid crisis will face renewed attention and scrutiny for increases in addiction and dependencies resulting from the COVID era.
• Long-term impact on talent pipeline: While parents and schools are struggling with the learning and achievement gap now, employers will eventually be required to navigate the long-term effects of the “Quarantine Generation” or “Zoomers” – whose experience will have a lasting impact on their values, outlooks, and skillset.

 

TREND 2: The Acceleration of Deepening Divides, a Coming Reckoning, and the Need for Uniters

Deepening socio-economic divides have been exacerbated by a K-shaped recovery and the emergence of new segments of haves and have nots – who gets COVID, who gets the vaccine, who keeps their jobs. Companies will be forced to examine their own role in creating these divides while people will look to the private sector to bring about a sustained economic and societal recovery. 

(6)  The collapse of Main Street and small businesses will accelerate corporate reckoning over growing wealth inequality.

While the stock market has rebounded from early pandemic losses and many large corporations have reaped record profits, millions of American workers remain unemployed and more than 100,000 small businesses have permanently shuttered. With their commitment to the well-publicized Business Roundtable pledge serving as backdrop to the pandemic’s uneven devastation, companies will be held to account for their part in building an economy that does not serve all Americans.

• Reckoning and reform mindset: Calls for corporate accountability will grow and become a social and political norm. And with Democrats in full control of the federal government, corporations will see legislation that seeks to dramatically increase broad regulation, corporate accountability, and a rebalance of profits.
• Implications of a K-shaped recovery: As areas of the economy recover at different rates, the K-shaped recovery will have implications for how companies market to a divided customer base of haves and have nots. This will require a carefully calibrated strategy for targeting messaging at those fortunate enough to be on the upside of the K while so many remain in financial hardship.
• The end of “wealth worship” foreshadows broader shift in attitudes: American pop culture’s celebration of extreme wealth has seen a sharp pendulum swing as economic devastation has unequally impacted Americans. Celebrities and influencers who once racked up “likes” for ostentatious displays of wealth are now met with a flood of calls to “read the room.” This cultural shift will be felt across society and business.

(7)  Social justice issues will stay front and center. Companies will face pressure to deliver beyond commitments made in 2020.

The disproportionate damage done to Black and Hispanic communities by COVID-19 will continue to surface systemic inequality in our society. In addition to broader social justice issues, three areas will emerge with COVID as the backdrop.

• Vaccine mandates reignite social justice tension and issues: Decades of mistreatment by the healthcare system has led Black Americans to pervasive mistrust of the healthcare industry, resulting in increased COVID vaccine hesitancy and significantly higher resistance to mandatory vaccination. A Purple survey in July 2020 found 51% of Black Americans would rather quit or be fired from their job than be required by their employer to take the vaccine. Vaccination policies for employees and customers may therefore have disproportionate exclusionary impact on people of color.
• Rubber hits the road on “making good”: The backlash over race-based vaccine prioritization plans foreshadows the coming challenges that society, government, and corporations will face as they begin to implement commitments made in the second half of 2020 to address racial equity and social justice.
• Long-term impact on communities: A significantly larger share of Black-owned small businesses have gone out of business, and schools where a majority of students are non-white are less likely to be equipped with the resources and infrastructure to support safe in-person or virtual school. Both of these issues will contribute to short- and long-term equity issues, requiring immediate intervention, and presenting a lane for companies to invest in near-term aid and long-term solutions.

(8)  The disappearance of women from the workforce will worsen, undermining diversity, wiping out hard-fought gains in leadership and pay equity, and robbing the future talent pipeline of female leaders.

Forward-looking companies have worked hard to differentiate in the area of gender diversity, investing heavily in attracting, retaining and promoting women; recruiting women to serve on their executive teams and boards; and setting executive KPIs, sustainability goals and public commitments related to advancing women in their workforces. Pandemic burdens being shouldered by women, in particular, are putting all of those gains at risk. Companies will need to enact measures to retain talent and engender loyalty, balancing the sometimes-conflicting needs of parents and non-parents alike, to remain competitive now and protect women leaders for their leadership pipeline.

• Childcare duties continue to derail workdays: As long as schools and daycares remain closed (or inconsistently open), women will continue to take on the overwhelming majority of the resultant child care responsibilities alongside their professional workloads.
• Disappearing jobs are more likely women’s jobs: Women are experiencing a disproportionate number of COVID job losses since they are a large percentage of the workforce in industries hit hardest, such as hospitality, travel, and service.
• COVID economics exacerbate standard gender stumbling blocks: Pre-existing hurdles for women in the workplace, like the gender pay gap and less frequent promotions than male counterparts, mean COVID economic-protection measures like freezes on pay raises and promotions have an outsized impact on women.
• Added insecurity in family finances ripple into broader economy: Fewer female wage earners will translate to less stability in household incomes, and lessened ability for families to make payments on mortgages, credit card debt, student loans, and other needs – not to mention the impact on discretionary consumer spending.

(9)  Work from home and work from office will create a two-tiered workforce both within and across companies and industries.

Early on, the pandemic highlighted the split between essential and non-essential workers. Another type of employment divide is about to come into focus as companies navigate their new work normal: the divide between those working from home and not. Some will be able to choose their work location while others will not be given a choice, and employers will have to navigate the different expectations and experiences of both groups.

• Ensuring equitable benefits: Companies will need to develop and apply practices and policies equitably across groups and anticipate and manage the inevitable disparities arising from a two-tiered workforce. For example, companies will need to protect non-working hours for those working from home to ensure they don’t feel like they’re unfairly burdened by blurred work/home lines, or extend comparable flexibility (or something of comparable value) to those working in the office.
• Divides between the can (work from home) and the cannots: Tension will continue to build between employees who want to work from home and aren’t able to and those who can, potentially putting company leaders on the defensive to justify decision-making.
• The in-person/remote team split will solidify: Corporate and team structures will need to shift to effectively accommodate hybrid teams, ensuring productivity across work formats.

(10)  The treatment of and reliance on essential workers throughout the pandemic will lead to a re-emergence of labor during the early days of the Biden administration.

Americans have relied on “Essential Workers” throughout the pandemic to provide vital services – including health care, emergency services, food production, and transportation and delivery – that enabled the U.S. economy to keep running. But the treatment of front-line workers has been a particular challenge, as many have worked without basic protections such as PPE, paid sick leave, increases in pay, or job security – and that is on top of many of these jobs being low-wage, to begin with. As the pandemic stretches into a second year and a new administration takes over, better pay and protections for essential workers will be more of a priority than they have been to date.

• Pro-labor federal government: The Biden administration has already signaled that it will be a friendlier environment for labor, including easing restrictions on workers organizing and collective bargaining. With fewer obstacles, a friend in the White House, and majorities in the House and Senate, labor will organize to demand better pay and protections for essential workers in 2021.
• More allies for essential workers: Social justice activists, as well as large swaths of the American public, will support greater protections for the workers who continue to care for America as most of the country remains in quarantine mode for the next several months.

 

A version of this article first appeared in Fast Company

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Purple is actively partnering with companies and industries to navigate the ever-changing COVID-19 pandemic and prepare for the future that will come after, bringing deep experience helping the world’s best-known companies navigate the world’s toughest challenges. This article was developed during a Futurecasting by Purple Strategies^TM workshop by Purple’s Alec Jacobs, Ashley Gibaldi, Bradley Engle, Chris Durlak, Denise Brien, Diana Muggeridge, Erica Goldman, Nate Byer, Nicki Zink, Rebecca Ballard, Robert Fronk, Rory Cooper, and Sarah Simmons. Please reach out to any member of our Purple team to let us know how we can support you.