The business world now loves to declare that "uncertainty is the new normal." Fair enough, responding to pandemics, cyber-attacks, activist pressure and now tariff wars may feel for some like check box items on a weekly to-do list. But here's the real shift: crisis preparation is no longer a special project for the risk committee. It's simply what good businesses do every day. Warren Buffett's timeless warning "It takes 20 years to build a reputation and five minutes to ruin it" hasn't aged a minute. What has changed is the muscle memory inside companies. The smartest teams run regular scenario drills not because they expect to predict the next black-swan event, but because rehearsing decision-making under pressure sharpens judgment for whatever lands on the desk at any given moment. A recent Economist article ("A manager's guide to handling crises - How to keep calm and carry on", 26 May 2025) laid out three essential touchstones: plan, decentralise, and prioritise. Planning is a given. Prioritisation is common sense, Lime's decision to keep bike manufacturing in-house during COVID serves as a crisp reminder of strategic focus paying off. Decentralisation, though, is where opinions diverge and corporate affairs leaders may raise their eyebrows. Handing local teams more autonomy can feel like letting the brand's most precious asset wander off-leash. Yet rigid command-and-control structures carry their own risk: paralysis at the very moment speed matters most. The sweet spot is a framework that empowers on-the-ground experts while anchoring them to clear principles and pre-approved guardrails. In our increasingly decentralised world, you need to trust and empower your teams wherever you do business. None of this is headline-grabbing stuff, which is exactly the point. Crisis readiness done right looks boring: regular tabletop exercises, living playbooks, and a culture comfortable asking "what if...?" without eye-rolling. It's business as usual, which means that when the unusual strikes, the response hopefully feels almost routine at best, and at worst no one is panicking. The payoff isn't just averted disaster; it's reputational capital (also known as trust) that compounds over time. In a market where investors, regulators, and employees are quicker than ever to judge, that compound interest may be the best hedge a company can buy. After all, long-term business outcomes and reputational health are deeply intertwined and should never be considered in isolation. The lesson for today's leaders? In an era of heightened volatility, the organisations that thrive will be those that make crisis preparation feel as natural as any other business discipline.

Since launching indigo murphy on 31 March this year (yes, it's our two-month anniversary today no less), the question I'm asked most often is: "why did you choose 'indigo murphy' as a name?" The truth is, I wanted to build something that would stand out in a crowded market. Looking at the agencies I most admire - Burson, Ogilvy, Edelman (of course) - they all benefit from their founder-focused legacy. There's something powerful and truly accountable about putting your name behind your work, even if it sits uncomfortably with my natural introverted happy place. Beyond the power of personal branding, I've always been fascinated by how the best company names carry both emotional and strategic weight, perhaps simply with the addition of a colour that evokes sentiment. Think BlackRock (sophistication, strength, authority), or Red Bull (energy, passion, excitement). These brands understand that a name isn't just a label; it's a promise, a feeling, a cultural connection that strengthens over time. The blue period So, speaking of colour, my instinct was to gravitate toward blue. It's dominated both my wardrobe and business thinking for years - a colour I associate with trust, depth, and reliability. But "Blue Murphy" presented some obvious challenges. The domain was taken, and frankly, it risked being mistaken for something far removed from senior business advisory services and more akin to an adult novelty store from the outskirts of Dublin. Enter indigo Then indigo emerged from the creative process, a deep, rich blue that throughout history has been associated with creativity, intuition, and wisdom. These are exactly the qualities I want clients to experience when working with indigo murphy. But there's also something more visceral about the word itself. Say it out loud. Indigo! IN-DI-GO! There's an almost onomatopoeic quality to it - like 'energy released' as you let your dog off the lead with a surge of determination to tackle complex challenges head-on (in my dog Freddy's case – see enclosed - it's to get to the frisbee in the surf before I do). This energy embodies what I want the business to represent: passionate, focused work that cuts through the noise to deliver real results with a bit of antipodean mongrel thrown in for good measure. Beyond the name Ultimately, the name indigo murphy isn't about me or the senior folk I work with. It's about the work. High-calibre, no-fluff outcomes that help solve real problems for real businesses. Two words that serve as a commitment, designed for staying power in client conversations whilst evoking creativity, insight, wisdom, and of course a bit of mongrel. Now that we've covered the 'why', it's time to focus on what really matters, and in true communications parlance, that's the ‘how’ and the ‘what’ behind the work we do and the challenges we help businesses navigate. Curious about how we approach problem-solving? I'd be interested to hear about the challenges you're working through.

AI is no longer emerging tech, it’s embedded in the day-to-day operations of modern business. From streamlining workflows to generating content at scale, its benefits are undeniable. But there’s a growing signal amidst the noise: as adoption accelerates, our critical thinking skills may be quietly atrophying, with recent research by Microsoft and Carnegie Mellon University reinforcing this concern. A 2025 survey of 319 knowledge workers and 936 real-world use cases of generative AI (GenAI) revealed a pattern: the more people relied on tools like Copilot or ChatGPT, the more likely they were to report a reduction in the cognitive effort they applied to tasks, and confidence in AI was inversely correlated with critical engagement, i.e. we get lazy, and worst, complacent. This should concern us all, but especially communications leaders. After all, critical thinking is the cornerstone of trusted communication. It’s what allows us to interrogate a claim, challenge an assumption, and elevate ideas with originality and insight. When teams become passive recipients of AI outputs, we risk trading originality for speed, and nuance for efficiency. So, what can be done? Here are five strategic actions communications leaders should consider: Enhance AI literacy - Equip teams with a clear understanding of AI’s capabilities and limitations. Knowing when to trust it, and when to dig deeper, is the new literacy. Promote active engagement - Encourage critical prompting, diverse sources, and the interrogation of AI-generated outputs. Treat AI as a collaborator, not a final authority. Establish oversight protocols - Introduce review processes that assess not just content accuracy but alignment with brand values, tone, and strategic intent. Foster a culture of critical thinking - Recognise and reward team members who challenge the status quo and improve upon AI-generated suggestions. Curiosity and challenge should be embedded in workflow. Invest in continuous learning - Prioritise training that strengthens problem-solving, synthesis, and strategic judgment—skills AI can’t replicate, but which remain essential to brand trust. Frank X. Shaw, Microsoft's Chief Communications Officer and a prolific champion of AI, regularly underscores the importance of integrating AI thoughtfully into our workflows. He advocates for breaking down processes into their atomic steps, identifying where AI can assist, and ensuring that human judgment remains central to our communications efforts. Today’s communications leaders have a unique responsibility, and opportunity, to safeguard critical thinking as a core strategic function. Yes, AI removes friction. But it’s human at centre judgment that adds value. As communicators, we’re not just power users of AI. We’re stewards of critical thinking. And in this symphony of speed and substance, it's the human conductor who adds value and truly brings the orchestra to life.

I recently revisited Seth Godin’s 2009 TED Talk on tribes (“ The tribes we lead ”), a presentation that predates the explosion of and then backlash on social media and the advent of generative AI, yet somehow feels even more relevant today. Godin’s core premise is simple, but profound: People want change. And they want to connect with others who share the same vision. These like-minded individuals form what Godin calls tribes, groups of people united by shared ideas, values, or goals. And what every tribe needs is a leader. Not just a manager or spokesperson, but a heretic - someone bold enough to challenge the status quo and paint a compelling picture of what a better tomorrow could look like. In today’s fractured world that is polarised, distracted, uncertain, this kind of leadership is desperately needed. Why Tribes Matter More Than Ever We are living in an era defined by disconnection. Trust in institutions is eroding, attention is splintered, and people are looking for more than transactional relationships—they want meaning. Tribes offer that meaning. They offer connection, direction, and a sense of belonging. And with the right leadership, they become a powerful engine for change. What Makes a Tribal Leader? Godin argues that true leadership comes from those willing to speak up for something they believe in. These leaders: Tell a compelling story about the future they want to create Unite people around a shared purpose Provide direction and a sense of momentum Build cultures of curiosity, creativity, and courage You don’t need mass charisma to be a tribal leader (that will come as you lead). You need clarity, conviction, and connection. Over time, these traits help build influence and trust—two of the most valuable currencies in our age of attention. The Opportunity for Heretical Leadership Heretical leaders aren’t reckless—they’re visionary. They understand that standing still is the real risk. They challenge outdated systems, ask uncomfortable questions, and gather people who are ready to build something better. This is the opportunity today’s business and community leaders have in front of them: To bring people together To speak not just about what is, but what could be To shape the future by leading tribes, not just teams And here’s where marketing and communications leaders can make a meaningful impact: by identifying and supporting those courageous voices within their organisations who are ready to lead with purpose. It might feel uncomfortable—particularly in today’s environment and there may be stiff resistance to overcome, but doing so builds lasting trust, strengthens brand integrity, and positions leaders as expert voices of influence in their own right. #TribalLeadership #SethGodin #VisionaryLeadership #PurposeDriven #StrategicComms #Storytelling #indigomurphy