I know there are huge life-and-death concerns in the world right now but, at a local level, I find myself worrying more and more as to whether or not we will be ready for kick-off come the Rugby World Cup on September 9 this year.
I love New Zealand, I love rugby, I love Auckland and Invercargill and all the places in between. I also know it is tantamount to treason to profer criticism of either New Zealand's ability to do something or rugby. But looking around, I am not confident that we will be ready to the standard the rest of the world expects come the big day.
Today's New Zealand Herald looks again at the financial cost of hosting the event here. Me, I'm worried about the cost to our reputation. There's the big tent thingy going up on the waterfront, the stadiums that are not equipped to deal with the demands of the world's sports and other media, there's the inoperative countdown clock just opposite Britomart. Then there's the whole business of accommodation, transport links to venues, overpricing, no eftpos at stadiums and (whispers) the normal potential for the weather to be atrocious in September and October.
Whether we like it or not, the world has high expectations of international events of this kind and looking around the country four months out, I wonder if we will meet those expectations or fall dreadfully short. We rely on people coming here. Tourism is, we are told, one of our economic cornerstones. Yet this showcase event looks scarily unfinished at a time when we should be adding polish to the preparations, not still struggling with the infrastructure. The long term risk to our reputation is far greater than the initial financial deficits being reported. If those coming - or not - for the Rugby World Cup - are not happy with the provisions and preparations for their arrival our tourism industry will be affected for years to come.
It is naive to think that it is just a sporting tournament even though that viewpoint is the one most heard. If you have any doubts about that, cast your mind back to the debacle in India last year during the Commonwealth Games. September's event is a world showcase for the entire country so we need to see some leadership - and some real action - in order to be ready for those we have invited to come.
If I had invited visitors from across the world to come to see me in September, the rooms would be ready, beds counted, meals planned, transport sorted and entertainment organised. All that would be left to do four months out would be a tidy up in the garden just before they got here.
Looking at the event from the inside out, it all looks very piecemeal, disjointed and uncoordinated. From an event management point of view, this is not a good look, nor good operational practice. I am willing someone, somewhere to create a rounded picture for fans and visitors alike of what they can expect - something that doesn't exist at the moment.
Looking at today's picture, I fear it will take a heck of a lot more than Kiwi ingenuity between now and September to give the rest of the world the welcome it expects - and deserves. Because there is an awful lot more to do than just tidy up the garden.
Not if, but when: the radical reflection and PR rethink waiting around the corner
Imagine it is this time next year. Or even the year after when all the bugs are ironed out of the new web-enabled devices that will pop into Christmas stockings this December. Your organisation has some visitors arrive. They are all wearing Google Glass. What do you do? Ask them to remove their eyewear or accept that your interactions are likely to be live-streamed or captured on video to be shared with their stakeholders?
Or you're serving in a restaurant. The customers come in, again, with wearable transmitting devices. Do you quietly present them with their meal or, as was the case last year, create a scene that ends in physical assault because the augmented-reality digital eye-wear cannot be removed?
In the same way that ten years ago the developments on the web disrupted the way we communicate and interact with others, bringing us to today's point of ubiquitous mobile engagement, the next wave of wearable (or implanted) devices will change forever not just the way we communicate, but the way we live. I wonder how many people, organisations, businesses and governments are ready for this shift?
There are countless scenarios that can be conjured when you think about the effect the next wave technologies will have on our lives and, from a professional standpoint, they are scenarios that all public relations and communication practitioners should be rehearsing before they find themselves, and their organisations, 'always on'. It is a big leap for most - a leap highlighted by the recent instruction to journalists not to tweet from a press conference. Even today this is a redundant instruction, but how would the organisation concerned react to the press conference being live streamed through a device such as Glass? The journalist attends a press conference as the representative of others. The expected delay between briefing and publication is the assumption of the host, based on older communication speeds and use of technology. As a journalist, my expectation would be to get the information back as soon as possible, and, if that means as it happens, then all the better.
I meet with a lot of people who debate and discuss their 'social media strategy'. Frequently it revolves around tactics on the big networks - Facebook, Twitter and the like rather than creating a digital strategy that underpins their organisational and communcation goals. Rarely does it include Google+ or Hangouts and it inevitably involves a discussion around how to convince the organisation involved that today's communication channels are chaotic, concurrent, confused and cannot be controlled.
Over the last ten to twelve years I've said many times that the available technologies we have at our disposal don't simply transform the way we communicate - they transform the organisations themselves. That's where the biggest changes occur. Individuals and organisations that meet with success in social communication have inevitably undergone this transformative process from the inside out. They have a clear understanding of their role, provision or service, they have identified the communities that are critical to their licence to operate then set about forming networks of engagement mutually beneficial for all those involved. Yet even those organisations will find themselves disturbed once again by the device-shifts ahead as the reality of what we do rather than what we say becomes the primary organisational asset it should have always been.
As a matter of urgency, I would hope that practitioners convince their organisations to focus on their inner workings and deliverables. To focus on their employees and how to equip them to be 'always on'. On their suppliers and customers and agreed levels of acceptable shareability.
As the mobile phone is replaced in its ubiquity by the wearable or implanted device the question every public relations professional should be asking is this: how ready are you for the technology waiting around the corner and the change it will bring to your organisation?