Article | Edelman

With feverish speculation about the imminent calling of a General Election – perhaps as early as 6pm this evening – the Edelman Public Affairs team assesses the likely outcomes ahead and their impact on businesses.

While just three ultimate end states remain the same - no deal, deal, no Brexit – the former is becoming increasingly likely, and the routes to achieve them are also crystallising.

This week will see rebel Conservatives join forces with other parties to seek to extend the Brexit deadline, while Team Johnson has vowed to eject and deselect any Tory MPs seeking to undermine his no deal position.

It is hard to see any outcome being reached without an election being called to give the Prime Minister the majority he craves. The question is whether Labour would vote in favour of an election (which could fall in November), having spent the last three years calling for one, or whether they follow Tony Blair’s advice not to “fall into the trap” of enabling an accidental no deal.

Buckle in for the biggest week in politics since the last. But this time we may well see the real splitting of the Conservative Party and without doubt a test of nerve on all sides.

Click here to read the full analysis.

Hong Kong’s workplace landscape is shifting at an unprecedented pace. Economic uncertainty, multigenerational workforce, demographic changes and technological advancements are redefining how organisations operate and engage their employees. This transformation demands more than operational efficiency. It requires strategic foresight.

As companies adapt to new expectations, technologies, and cultural shifts, the role of HR and Internal Communications has become paramount.

Workplace Hurdles in Hong Kong

Organisations across Hong Kong face several converging forces that are reshaping their workforce strategies:

WFH versus WFO: According to Human Resources Online, while 91% of employers advocate for increased office presence, 80% of employees prefer hybrid or remote arrangements. This increasing demand for flexibility in work arrangements makes work-life balance a critical factor for retention, highlighting a clear disconnect that creates workplace challenges.
Leadership Transitions: We are seeing family businesses in Hong Kong and across the region transitioning to second or third-generation leadership, while changes in leadership can disrupt organisational culture and derail strategic priorities.
Talent Shortages and Broadening the Talent Pool: Market data indicates a significant gap in talent, particularly in junior management roles, as companies struggle to attract and retain skilled professionals in a competitive market. According to specialist recruitment agency Hays, Millennials and Gen Zs, expected to make up over 70% of the global workforce by 2025, represent a crucial source of fresh skills and perspectives.
Upskilling: Alongside flexibility, employees increasingly value skill development over salary, highlighting the importance of continuous learning for retaining talent as Hong Kong businesses undergo significant transformations.
Technological Disruption: The rise of AI, automation, and machine learning is reshaping job roles and creating an urgent need for digital fluency.

Trust, the Catalyst for Growth

Here’s how trust translates into measurable workplace outcomes:

In today’s competitive market, “building trust” has become more than a cultural ideal, it is a measurable driver of performance and success. Edelman’s Trust Measurement Research 2024 highlights the impact of high-trust workplaces:

Advocacy	4× more likely to recommend their organisation
Commitment	3× higher motivation, engagement, and alignment
Loyalty	3× more likely to stay with their employer
Pride	4× more proud to represent their organisation

In Hong Kong, employees exhibit lower confidence in their organisation’s future compared to the global average. In a market where institutional trust is often fragile, fostering internal trust is essential for resilience, retention, and reputation.

The Strategic Impact of HR and Internal Communications to Empower Success

HR and Internal Communications professionals are uniquely positioned to address these challenges and drive organisational success:

Facilitating Transparent Dialogue: Engaging employees in two-way interactions about change to feel heard, understand reasons for the changes and be motivated to participate in the change journey.
Supporting Leadership Alignment: Helping leaders communicate authentically and consistently during periods of uncertainty. When strategic changes occur, ensure transparent engagement to explain the rationale and implications.
Driving Cultural Cohesion: Promoting shared values and behaviours across diverse teams.
Enabling Change Readiness: Equipping employees for transformation through comprehensive change management planning and consistent, proactive engagement throughout the change journey.

These functions transform workplace challenges into opportunities, empowering organisations to thrive in a rapidly changing environment.

From Obstacles to Success, Unlocking New Opportunities

Hong Kong’s evolving workplace demands a proactive approach. Workplace advisory is no longer a support function, it is a strategic imperative. By fostering trust and aligning culture, organisations can unlock the behavioural outcomes that drive performance, retention, and reputation.

To explain what we learned from Trust 2025, we’re presenting insights into key segments of data from our study — this newsletter focuses on Gen Z and the implications of their deteriorating levels of trust in institutions. Other areas of focus will include what we learned from Trust 2025 data for technology, financial services, health, reputation management, and more.

Gen Z are expected to unseat Millennials as the largest generational group in the global workforce by 2035. With low levels of trust and high levels of grievance, what could it mean to have a dominant generation that doesn’t believe in the institutions of society?

A Generation on Edge, and Why Brands Must Listen

The 2025 Edelman Gen Z Lab Special Report, Gen Z & Grievance, reveals a sobering truth: Gen Z is no longer just disillusioned — they’re aggrieved. Raised amid pandemics, economic instability, and cultural fragmentation, this generation is navigating a world they feel was built without them in mind.

For businesses across Hong Kong, Greater China and APAC, this report is more than a snapshot — it’s a strategic signal. Gen Z is redefining trust, influence, and engagement. They’re not looking for brands to speak louder — they’re watching who listens better, acts faster, and shows up with relevance.

Key Insights from the Report

1) Grievance is Gen Z’s Default Setting

Gen Z is not quietly frustrated — they’re vocally disillusioned. In Hong Kong, we’ve noticed this in the workplace, where more young people are expressing their views on traditional expectations, often reevaluating cultural perspectives on overtime and conventional definitions of success. They see systems as outdated, unequal, and unresponsive.

2) From “We” to “Me”: The Shift from Global Movements to Local Micro-Movements

Gen Z is shifting from sweeping global causes to hyper-local, community-first impact. In Hong Kong, Gen Z increasingly focuses on hyper-local issues such as mental wellness and personal growth rather than broad global causes. This shift is reflected in their support for community initiatives and lifestyle choices that prioritize self-expression and wellness. They’re not looking for brands to change the world — they’re watching how you show up in theirs, with relevance and respect.

3) Trust is Built in the DMs, Not the Boardroom

Gen Z doesn’t look up to institutions — they look for authenticity and relatability in peers, creators, and communities. In Hong Kong, we’ve seen platforms like Instagram and Threads emerge as key spaces where young people engage with creators and friends — valuing proximity, consistency, and shared experiences over hierarchical messaging. Brands engaging authentically in these digital spaces build stronger connections with this audience.

4) Digital Fatigue is Real — and They’re Craving IRL

Despite being digital natives, Hong Kong Gen Zers are fatigued by algorithmic sameness, trend overload, and constant screen time. They are actively seeking real-world experiences where they can connect with people and values beyond service — forging connection with new and different groups. Brands that can create authentic offline moments will stand out.

5) Levity with Purpose Wins

Gen Z values levity — but only when it’s grounded in truth and relevance. In Hong Kong, Gen Z appreciates brands that leverage trendjacked viral local content, with which they feel relatable and entertaining. Brands that can balance clarity with creativity will earn both attention and trust.

Key Takeaways for Brands

Make it feel personal. Offer things that speak to Gen Z’s identity — custom options, exclusive drops, or just clear value that feels made for them.
Think in small moments. Big campaigns are great, but Gen Z connects through quick hits — snackable content, limited-time offers, or simple, useful tools they can share.
Be real, stay steady. Trust matters. Be upfront about what you stand for and show up consistently. Gen Z can spot a switch-up from a mile away.
Rethink what “social” means. Gen Z is reshaping what it means to connect. Create experiences and products that feel welcoming, inclusive, and socially engaging — without relying on traditional norms.
Bundle with purpose. Gen Z appreciates value that feels thoughtful and shareable. Whether it’s a product, service, or experience, make it easy for them to enjoy together or pass along.

Over the weekend I learnt about the passing of Diwan Arun Nanda, founder of Rediffusion, India’s creative hot shop for the past four decades. Nanda was Edelman’s partner on the Tata business for six years. In that period, he adopted me as a friend, with a singular purpose of explaining India and its vast potential as a talent hub and creative entrepot.

Nanda was a fearless entrepreneur. After beginning his career at Hindustan Lever, he opened the doors of his own agency in 1973. He identified with my father, Daniel, as a marketer and founder. He loved my stories about the early days of Edelman, the media tours with the Toni Twins, and the ambition to build a global enterprise. He matched those with tales of his work with Indian Prime Minister Rajiv Gandhi and his campaigns for multinationals Eveready and Palmolive to Indian powerhouses Tata and Airtel.

He understood the intersection of marketing and culture, from art to cinema to spirituality. He pushed me to appreciate the scale of the rising middle class with aspirations for cars and consumer products. He gave me history lessons on the country, from independence to its emergence first as an IT superpower, then to a manufacturing giant.

Our work together on the Tata group companies offered a clear view of the country’s potential. We worked on Tata Motors and JLR, the steel business across two continents, on IT, hospitality, power, infrastructure, and a multitude of innovative domestic and international consumer brands ranging from its tea portfolio, the launch of the Tata-Starbucks JV in India, to premium watches and jewelry.

I particularly admired his steadfast resistance to a takeover by WPP. He had been part of the Dentsu Y&R joint venture, which gave his agency access to global clients such as Palmolive. When Sir Martin Sorrell issued an ultimatum-- join WPP or lose the global assignments -- he chose to go his own way and build back Rediffusion revenues.

I will remember his twinkling eyes, his hearty laugh, his courtly manner, his elegant dress, and his love for his people. He was an inspiration to all who encountered him, insisting on best work, participating in brainstorming, and then presenting the creative to the clients with flair. I will miss him profoundly.

Richard Edelman is CEO.

Modern supply chains are sometimes built for efficiency, rather than ethics. With products passing through dozens of hands across multiple borders, the risk of human rights violations grows. In what some will see as a disappointing move, the EU recently has recently watered down its Corporate Sustainability Due Diligence Directive (“CS3D”), reducing the obligations on corporations to understand and prevent human rights issues in their supply chains. However, even without strict legal obligations, recent breaches involving high-profile brands show that the potential for reputational harm if companies don’t meet their stakeholders’ ethical expectations is as high as ever.

Let's be clear on the meaning of “human rights issues”: here, we are referring to forced or compulsory labour, unsafe conditions, and illegal child labour. While any company should work hard to avoid or stamp out these issues in its first tier suppliers, it may not have the insight into the operations of its contractors and suppliers higher up. Yet the public and stakeholders expect companies to maintain control throughout. Similarly, ESG investors will actively avoid companies who fail to meet that bar. In short, ignorance is no defence.

Regulations aren’t the be-all and end-all

This risk of public backlash and reputational harm is accompanied by teeth in the form of the EU’s CS3D, adopted in May 2024. Initially this imposed extensive obligations on companies to investigate and rectify human rights risks, but the European Commission’s latest Omnibus Simplification Package severely waters down those obligations, reducing its scope and limiting requirements to only first-tier suppliers. Still, reputational damage remains a major risk, even if legal obligations are eased. If anything, societal expectations will continue to grow.

"No Lawsuit, No Problem?" No longer...

We have all seen brands suffering severe harm solely because of public scrutiny, without any apparent legal liability. Over recent years groups like Human Rights Watch, the Business & Human Rights Resource Centre, and Stop Uyghur Genocide regularly issue reports into various industries and even specific companies, identifying alleged human rights abuses in a range of global supply chains. That scrutiny continues to make the news, regularly highlighting issues like cramped living conditions and miniscule pay for factory workers. In these cases, it is the headlines and social media storm which have caused the reputational – and inevitably, financial – harm to the companies involved, even in the absence of legal proceedings.

Plan for the Worst, Communicate at Your Best

Human rights risks are no longer just a legal and compliance concern, they’re a central business risk with reputational (and therefore financial) consequences. Those who ignore risks in their supply chain today may find themselves tomorrow’s headline for all the wrong reasons. On the other hand, the best-prepared companies will lead by embedding visibility and accountability – as well as compliance – across their supply chains. In a climate of rising expectations, control and communication aren’t optional. They’re essential to earning and maintaining trust.

When we first thought about hosting the first-ever Edelman AI Hackathon in the UK, we assumed the focus would be on exploring how AI tools can transform how we work. We were focusing on AI enablement, increasing AI fluency and how we could use AI to be more efficient and augment the craft of our comms work.  

Plot twist: Turns out our Hackathon really wasn’t just about AI, the tools or “enablement” and “fluency”. It was about how our colleagues collaborated, problem-solved and helped each other see challenges and opportunities from a different perspective. 

AI Was Just the Conduit. 

We know we have exceptional, creative people, with brilliant ideas and who care about our business, how we operate internally and how we consistently show up for our clients.   

AI was the catalyst to tap into that collective brilliance. The Hackathon was a safe place for our colleagues to experiment with AI, forget about fluency and expertise, and focus on brainstorming new ideas, rethinking the art of the possible.

The result? Two days of brainstorming and building with 80 colleagues in 14 teams producing 14 amazing ideas, prototypes and concepts created across two days covering themes including AI adoption, unlocking growth, onboarding new staff, identifying skills, creativity and content creation. Every idea had elements that we will explore and develop further to integrate into our day-to-day work.  

It was more than ‘building cool things with AI’ 

Innovation excellence doesn’t start with AI: It starts with people and a problem they really want to solve.  

Our colleagues weren’t asked to ‘build with AI’: They took an ‘IRL’ challenge or opportunity and hacked it, with a view to improving our employee and client experience using the Edelman suite of AI tools. 

We maximised the creativity of the output by building diverse and cross-functional and cross-experience teams, giving us a unique 360-degree view of the challenges, and  the solutions.  

The pain points that surfaced weren’t a surprise to anyone, so the real ‘a ha!’ moments came from using AI as a thought partner to push our thinking to new limits.  

Culture is the real unlock  

Our culture meant that colleagues were able to play with AI in a low-distraction space where there were no ‘stupid ideas’. The catalyst of AI quickly broke the ice as cross-functional teams started working together to uncover a new way of working outside of established teams and peer groups.  

The buzz was electric, energising and genuinely fun. This is important. If large-scale AI adoption is going to succeed, it must feel relevant, accessible, inclusive and exciting to all of us.  

Momentum Matters

The great ideas from our Hackathon are only the first step. What comes next is as important as the Hackathon itself: Tracking the development of ideas and concepts reinforces the value of this new way of working. Our colleagues need to see and be a part of how the ideas develop and evolve.    

Momentum is key, so we’re taking the energy from 80 colleagues who gave us two days of their time and investing it in pushing forward the ideas and solutions.  

Transformation Done Differently  

The Hackathon showed us how accessible innovation can be when grounded in but not distracted by the daily work. It also shows that transformation doesn’t have to be painful. Transformation is gradual, and it’s something that over time, we build together. 

At the post-Hackathon drinks, the question everyone asked was when the next one was taking place. Other markets and regions are already running and planning their own Hackathons. We are also developing a ‘Hackathon in a box’, so individual teams across the network can host their own versions.

And we are already developing how we can offer this to our clients, so they too can see how AI can be applied in practice, not just talking about the future, but building it.

Gavin Spicer is Chief AI Officer, UK & Managing Director EMEA at Assembly.

I was stunned by historian Andrew Roberts’s essay in Friday’s Wall Street Journal, titled “Why the Far Right Hates Churchill.” Since I was named after the former UK Prime Minister by my father, a proud WWII veteran, I thought it was important to expose the absurd claims of those who seek to rewrite history, most notably Darryl Cooper, a podcaster.

Claim One—Hitler wanted a limited war when he invaded Poland in 1939. The truth is that Hitler wanted Lebensraum for his people, which included all Eastern Europe and Russia. The UK and France had a treaty with Poland signed after WWI that mandated mutual protection in the event of an invasion.

Claim Two—A poll on X asks who the biggest villain of WWII is. Forty percent replied Churchill, with Stalin at 26 percent and Hitler at 25 percent, Hitler was the aggressor in the war, with twenty million dead in the former Soviet Union. The Nazis murdered six million Jews and five million non-Jews in the Holocaust.

Claim Three—The UK would be better off if it had accepted Hitler’s offer of neutrality in 1940. The UK had just lost half of its army in the battle for France and desperately withdrew the remaining troops from Dunkirk. According to revisionist Cooper, Churchill kept the war going when he had no way of winning, just bombers which is rank terrorism. Maybe Cooper should read about the six-month Battle of Britain when young fighter pilots heroically stood off armadas of German bombers seeking to destroy factories, cities and the British will to resist.

Claim Four—The UK would be in a better state if it had looked after its own people instead of adopting weird notions of international morality. This isolationism is a better policy than Churchill’s leadership of the Western alliance, according to Ian Gribbin, a candidate for Parliament from the far-right Reform party in the UK. Does he endorse the views of Oswald Mosley, the infamous British Fascist, who provoked the Battle of Cable Street in 1936 when his group of rowdies provoked trade unionists in the East End of London?

Maybe all the revisionists should read a new book by German literary critic and author Uwe Wittstock, Marseille 1940. It is the story of Varian Fry, a thirty-year-old sent to Vichy France to attempt the rescue of 500 notable artists and writers from the Nazi onslaught. He runs the Emergency Rescue Committee office that succeeds against all odds (bureaucracy, anti-Semitism, Nazi encroachment) in evacuating important figures such as Marc Chagall, Max Ernst, and Wifredo Lam.

The loudest voices making the most outrageous claims must be confronted with facts and compelling stories that give the young generation a chance to learn why Winston Churchill was a hero, not just for his country but for the civilized world. As Churchill declared in the depths of Britain’s despair: “We shall fight in France, we shall fight on the seas and oceans, we shall fight on the beaches, we shall fight on the landing grounds. We shall never surrender.” That spirit must guide us now; we must never surrender in the face of lies and disinformation.

Richard Edelman is CEO.

Renee has been my confidante and wingwoman for my whole life. Born in Chicago a year after me, she built an outstanding academic record at Phillips Exeter Academy, Yale, and Columbia Journalism School. She followed our father into the media world, working as a reporter at the Home News in New Jersey and then at Women’s Wear Daily. Eventually, she joined the family business—first at Edelman, then as one of the founders of our sister agency, PR 21 (now Zeno Group).

Here are some of my favorite Renee stories:

Courage — Renee contracted rheumatic fever at age seven and was confined to her room for an entire year. Only my parents and a tutor from the Chicago Latin School were allowed in—not her germ-carrying brothers or friends. Every day, she met me at the closed door for updates about her friends and the outside world. Renee was incredibly strong and resilient, and she went on to play JV tennis at Yale.

Soccer Goalie Extraordinaire — We played soccer in the alley next to our apartment building in Chicago. Renee was a stalwart in the net, blocking hard shots and kicking the ball downfield. That same alley was also the scene of a comic act of revenge on the bullies from Bateman, a reform school down the street from Chicago Latin. These kids routinely put stones in their snowballs. Renee lured them into the alley by calling to them from my bedroom window. I dumped a bucket of hot water on our unsuspecting tormentors. That’ll teach you to mess with Renee.

Entrepreneur — My father was bored within minutes of ceding the CEO role at Edelman to me. He wanted to start another agency. He spoke with Renee, and together they launched PR 21—Public Relations for the 21st Century. Renee was deeply embedded in tech circles, working with founders like Marc Pincus. The agency took off in the late ’90s and quickly became a veritable hot shop, with offices in New York, San Francisco, and Chicago. She later worked for Larry Ellison at Oracle for nearly a decade. Today, Zeno ranks among the top independent firms in the world.

Custodian of the Family Legacy — Renee oversaw the creation of the Edelman Museum in our Chicago office—a true labor of love. She sifted through endless boxes of Dan Edelman memorabilia (he was a true pack rat), finding his WWII uniform and memos to General Bradley. She compiled case histories ranging from the Toni Twins to Sara Lee to Morris the 9Lives Cat. My father’s desk is lovingly restored, with his “Dan-o-grams” featured in a flying exhibit above it. Renee also keeps in touch with all the cousins on both Dan’s and Ruth’s sides of the family.

Devoted Sister — When I’ve had a rough time at work or in my personal life, Renee has been a constant presence—making sure my apartment was in order and that I had food in the refrigerator. We always swap gossip, which she calls “Info.” Renee offers the same level of support to our brother John, too.

When I’ve had to make hard decisions about Edelman, she has always been there to support me, encourage me, and remind me that Dan would have approved.

Renee still keeps us connected, organizing video calls for herself, John, and me—what we affectionately call “The Gashouse Gang.” She’s also become especially close to my wife, Claudia—explaining her brother, reveling in Sunday Chinese food, and celebrating every Jewish holiday.

Best Daughter — Renee gave up two years of her life to be in Chicago with our parents in their final years. She moved back into her childhood room and went to the hospital daily with my mother to visit Dan, who was in the ER for six months before passing in January. Then my mother was diagnosed with leukemia. Renee accompanied her to blood infusions and doctor’s appointments. She also oversaw the at-home care, ensuring the nurses were attentive. She was a selfless saint.

Committed Jew — Renee is a regular at Congregation Habonim, founded in the mid-1930s by refugees from Germany. One of her closest friends is Ellen Mendel, whose stories of Kristallnacht are simply stunning. It is Renee’s fondest wish to learn enough Hebrew to become Bat Mitzvah. She was extraordinary in her advocacy for the parents of the hostages taken on October 7, working with New York Times journalist Bret Stephens on an important article about the American families whose children were in captivity.

This year, we are gathering as a family on Friday in Charlevoix, Michigan, for five days to celebrate Renee’s birthday.

She is the best of us.

Richard Edelman is CEO of Edelman.

The best thought leadership doesn’t just inform. It makes people think differently. It changes minds. It sparks action. And in the years to come, high-quality thought leadership is going to make an even bigger business impact, helping companies rise above AI-generated noise. To deliver this kind of content, we’re going to have to be braver with our ideas. More generous with our insights. And sharper with our measurement.

Thought leadership is one of the most misaligned and misunderstood terms in business. It’s often mistaken for thinly veiled product promotion or executive vanity publishing. Yet, when done well, it’s a powerful tool for marketers to build trust with customers and drive growth through the funnel.

Political and economic uncertainty, and changes to established ways of working through AI are delaying business decision-making, refocusing priorities and extending sales cycles. A joint study by Edelman and LinkedIn surveying 3,500 business decision makers reveals that 64% have tightened their procurement processes, while 44% expect to be less receptive to sales calls and marketing outreach.

This means companies will have to work harder to earn the attention of busy business leaders. They’ll need to nurture conversations with prospects over longer periods and to really prove the value of the expertise they offer. These are all areas where thought leadership can make a bigger difference compared to other forms of marketing.

The Commercial Value of Thought Leadership

Our research found that:

Nearly three-quarters (75%) of decision-makers say thought leadership is a more trustworthy basis for assessing a company’s capabilities than traditional advertising or product marketing.
The same percentage (75%) say a strong piece of thought leadership prompted them to research a solution they weren’t previously considering.
Out of 10 business leaders, six will pay a premium to work with a company which clearly proves the quality of its thinking and expertise of its people.

The data shows that thought leadership can be decisive through the funnel, with 86% of respondents more likely to invite companies with high quality content to tender. It improves the ability to cross and upsell; boosts repeat business and can tip the balance when it comes to closing deals.

If buyer journeys are increasingly self-guided, with more people on the buying committee and longer sales cycles, then thought leadership is a valuable means of nurturing conversations, reaching a wider group of decision makers and ensuring companies are known for the right things.

(Re)defining Thought Leadership

Part of the challenge is in having a common definition of thought leadership. Perhaps, obviously, it is about ‘thought’, but that means genuinely fresh perspectives and new data from subject matter experts. ‘Leadership’ is about vision, unexpected angles and shaping the agenda. Some of this seems self-evident but content badged as thought leadership often ends up aggregating existing views. Too often, it’s based solely on opinion and doesn’t move a debate forward, nor drive action.

The impact of AI on this definition is interesting. If everyone has access to the same AI tools and Large Language Models, responses are based on existing available web information and content based solely on this may become similar and derivative. If AI is used as a thought partner to stimulate new ideas and concepts, make unexpected connections between disparate sources of data, aid deeper research and free up thinking time for experts then this can really aid thought leadership. AI is a powerful tool but as with many things, originality, creativity and quality remain key.

Why Now?

Over half of CEOs (54%) spend over an hour a week consuming thought leadership content. If you’re leading a business, this makes sense. You need trusted external sources of information and new ideas to spot competitive advantage. During challenging times, people are hungrier for fresh insight. Business leaders are searching for new opportunities, key trends and ways to be more effective in their jobs. They want to understand how their organisation can succeed in tough conditions

The use of Generative AI is growing faster than the adoption of the computer or internet, with Gartner predicting that brands organic search traffic will decrease 50% by 2028 as B2B decision makers switch to LLMs to help them evaluate companies and potential service providers *. Companies need to evolve their marketing as traditional advertising and search optimisation will no longer be as effective. The emphasis will shift to trusted sources, quality content and distinctive creative, which earns attention – all of which means thought leadership will have more influence and impact for companies in the near future. To prepare for AI-driven search, companies need to act now.

To help companies adapt their marketing strategies, Edelman recently launched GEOsight, a new service that enables companies to benchmark where they are today across major AI search tools. Businesses can analyse content and use this to develop frameworks for marketing, communications and thought leadership.

Defining What Good Looks Like

When it comes to understanding, planning and evaluating content, Edelman has developed the Thought Leadership Flywheel. This useful lens defines the six core attributes of the most effective content:

White Space: uncovering contrarian angles, which surprise the audience and enable bolder, more imaginative thinking.
Relevance: grounding insights in primary customer and real-world data; avoiding the ‘everything to everyone’ trap of trying to cover too many topics, too broadly.
Vision: providing a unique, forward-looking perspective, which drives action and behaviour change.
Trust: focusing on topics your organisation has credibility talking about; bringing in diverse, trusted third-party experts.
Brevity: clear, accessible human storytelling; with shorter, easy to digest formats and bite-sized options for busy professionals to consume.
Attribution: our Thought Leadership Impact story has found that only 29% of organisations can link sales leads back to specific pieces of content. Quantifying this makes the case for further investment, which leads to better content and a virtuous circle for businesses.

Where Next for Thought Leadership?

Ask most companies and they’ll say they want to reach more senior decision makers, retain or grow their customer base, and be seen as the most trusted partner in their industry. Thought leadership is the foundation beneath any plans to achieve this. For B2B marketers, there are several key considerations:

Think through the funnel: thought leadership is often associated with awareness and reputation but can play a valuable role throughout sales, marketing and business development. Set KPIs, which quantify how your thought leadership helps you reach new decision-makers, move deals along, start new sales conversations (cross and upsell) and boost conversions
Maximise the value: If you’ve invested in quality thought leadership, the content can often be adapted, personalised and extended through account-based marketing, direct sales and partner engagements. It can also be brought to life through events and experiences. Also think about how you can use it across different channels like Reddit, Substack or Instagram.
The challenger advantage: 60% of decision makers say thought leadership builds credibility for companies looking to define or break into a new category and for newer players to punch above their weight.
Earned, not bought: In an age of ad blockers, algorithm fatigue and AI-driven search, quality thought leadership is how brands cut through with relevance.
Drive action: while thought leadership is about ‘thinking’, the most impactful campaigns drive tangible action and behaviour change. An example is the DP World ‘Move to -15’ campaign, which galvanised logistics companies, warehousers and supermarkets to reduce the temperature at which frozen food is shipped, stored and sold. The campaign drove an 11% increase in trust for DP World, as 60% of the world’s biggest food producer, retailers and transporters signed up to make a meaningful change.

In short, we are all going to have to think differently about the thinking we offer our industries. In a market full of noise, the companies that invest in showcasing their thought leadership will enjoy the strongest growth.

Andrew Mildren, Managing Director, Edelman Business Marketing EMEA.

Sources:
All figures from the Edelman Thought Leadership Impact reports from 2022 – 2025, based on interviews with 3,500 business decision makers and producers of content across seven markets and a range of sectors. To view the latest report, click here.
Gartner, ‘How Marketing Can Capitalise on AI Disruption’, February 2024.

I'm sure my wife and I were not alone on the iPlayer watching Ezra Collective at Glastonbury, wishing we were there.

The sun was setting and drummer Femi Koleoso stepped up to the mic and launched into a powerful sermon. At a time where we increasingly feel separation and loneliness, what binds us? 

His answer: Joy. Its power to unite even happiness with sadness.

Through his words I saw a pathway to help how we adapt in what feels like unrelenting change and social dislocation at a time of constant innovation.

Because as much as we ask people to adopt new technologies, behaviours and narratives about what the future holds, in reality most are still bracing. Less for what's coming, and more for what might be lost along the way.

The Great Transfer of Trust

The 2025 Edelman Trust Barometer shows the weight of this strain. Trust inequality between the average trust in institutions of high and low-income groups has widened to double digits in most countries. Grievance is high in many developed markets and belief in a better future is at stunning lows. Trust in institutions has not grown despite political changes and economic shifts.

There is a widespread sense of grievance, believing that the actions of business and government are hurting us; serving only a select few in a system that favours the rich, where the rich are getting richer.

But it's brands that are now tasked with filling this space. According to the 2025 Trust Barometer Special Report: Brand Trust, From We to Me, people now place more trust in the brands they use than in business, government, media, and even NGOs.

At a time where the perceived withdrawal of these institutions is leaving many feeling more isolated, brands are present in the small daily moments. And in a climate of volatility, that presence carries weight. But being there is about more than presence.

Over the past five years, people’s expectations of brands have grown more personal, more emotional, and more expansive. They now look to brands to play five very human roles, each tied to a rising importance over the last 5 years:

Give me optimism (76%) – Offer a sense that things can get better, even when progress feels hard to see.
Make me feel good (74%) – Provide comfort, ease, and emotional lift in moments that feel uncertain or overwhelming.
Help me do good (75%) – Enable people to act in ways that align with their values, without requiring grand gestures.
Provide me with a sense of community (73%) – Create space for belonging, even if just in passing, shared experience.
Teach me something useful (71%) – Help us navigate complexity, make better choices, and feel more equipped.

Somatic Readiness

These asks are functional signals of stability and care. Together, they tell people: you’re not alone in this. This is a call to action for all, even for brands that show up quietly in our busy lifestyles. When everything else feels uncertain, these are the brands people rely on to hold the line.

Meeting these expectations has a steadying effect, whether it's connection, lifting the mood, a sense of purpose or just a learning moment. To be clear, these are not brand differentiators but readiness cues. Signals that say: you can trust this and move now. You are ready.

This trust signal is best described as somatic readiness, what happens when the body says yes before the mind fully understands why. Our shoulders loosen, breathing settles, we become more willing to try, explore or consider. 

Somatic readiness makes space for action by loosening the grip of uncertainty and lowering the emotional cost of trying something new. It relaxes the body and opens us to the future.

This is the starting point for how we deliver what I've described as innovation at the speed of trust.

In this state, innovation lands because it's both exciting and feels within our reach. It means we're noticing whether people are listening or simply bracing for change, designing for the nervous system as much as for the message. Because progress can’t land in a body that still feels under threat.

Brands that understand this won’t just communicate better. They’ll move better, becoming interpreters of change and translators of what’s new into what’s possible.

Tech availability

Tech brands most often stand at the hard edge of somatic readiness. At the same time, tech companies have long been among the most trusted businesses.

Yet that trust is no longer unconditional. While 76% globally still say they trust tech to do what is right, not all tech or tech brands are seen the same. At a time where the biggest conversation about technological change is centred on Artificial Intelligence, trust in AI companies is falling, as is enthusiasm for the technology. 

Fewer than 1 in 2 are comfortable with the business use of AI and those with the highest sense of grievance (those who feel most let down by the system) are 2 points less trusting of AI than those with a low sense of grievance.

This suggests we are at a critical juncture. Reframe what trust looks and feels like beyond institutional loyalty into something closer, quieter, and more grounded in people’s real experience.

In these everyday moments trust might simply mean being available with the ability to lower tension, show up consistently and give people back a sense of rhythm when the future feels out of sync.

For tech brands as harbingers of the future, this doesn’t mean withdrawing from embedding purpose in innovation but instead adding a context people recognise. Introducing change in ways that don’t overwhelm the nervous system and being patient enough to earn belief, and present enough to sustain it.

More belief

Another inspiring moment at Glastonbury came from Kae Tempest. A set stripped of spectacle, anchored in language and presence. The message: more belief in each other, the possibility of something better.

That’s what trust can do and why tech brands have a role to play by helping create the conditions where more belief can grow.

Through this lens, trust is less a crescendo and more a pulse, repeated, grounded and steady. The kind of drumbeat you don’t notice until it’s gone. But when it’s present, people pick up the rhythm because they’re inspired and feel safe enough to move.

Innovation becomes a reason for hope.

Sat Dayal is Managing Director of Technology at Edelman UK.

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