Is the media mogul dead?

The future of a great tradition rests with Lord Bell

It’s been a bad week to be an invincible communications overlord. With WPP’s Martin Sorrell on the receiving end of the encouragingly named "shareholder spring", we’ve seen a decrease in moustache-twirling in the once engagingly despotic world of global public relations. Is there room in the brave new caring, sharing, transparent world of communications for a good old fashioned media tsar?

If there is, the mantle must be taken up by Lord Bell. The former Thatcher spin doctor and recent Paxman sparring partner has successfully negotiated a deal with Chime to buy a section of its PR businesses for a total sum of £19.6m. He spoke to industry bible PRWeek:

We’re going to run a private company and our private lives will become private again. I’m relishing the opportunity and I’m sure my colleagues are as well.

The arched eyebrow and slow, finger by finger tap on the solid ivory desk are left to one’s imagination.

The newly formed BPP Communications takes Bell Pottinger Public Relations, Chime's 60 percent stake in Pelham Bell Pottinger, Bell Pottinger Public Affairs, Bell Pottinger Sans Frontières and Bell Pottinger Middle East. This leaves Chime to operate its remaining PR businesses under the lobbying-free "Good Relations Group", headed by the disappointingly cheery current Bell Pottinger group chairman Kevin Murray. According to the Holmes Report, Chime will:

Invest the proceeds of the sale in its faster growing businesses: sports marketing, digital communications and healthcare communications.

Not exactly Citizen Kane, but with Chime’s share price climbing by 11 per cent by lunchtime on the day of the deal, clearly investors didn’t care. Easy to see why Investec make disparaging reference to "the PR distraction" in their approving comments on the deal from Chime's perspective.

The question that now must be asked is how the UK lobbying industry is going to launder its image if it wants to be seen as a valuable area of development. Every day Leveson, reading out SMS messages like a disapproving classics teacher, does further damage to the myth of the direct line – a lobbyist’s stock in trade – as a thrillingly effective magic button. As the unease caused by the Independent's sting on Bell Pottinger wears off, calls for a mandatory register of lobbyists have been forgetten, yet the industry continues to flounder. And Martin Sorrell’s other troubles have hardly been alleviated by his perceived attachments to a dodgy business.

The industry’s image is something even Bell has on his mind. He concludeds his comments to PRWeek with an upsettingly mundane revelation:

A proposed name for the holding company was Backgammon, but this was later dismissed as it sounded as if they were calling the new venture "a gamble".

Clearly there’s just no place in this world for spy novel theatrics or board game analogies any more.

The last of the moguls, Martin Sorrell. Photograph: Getty Images

Josh Lowe is a freelance journalist and communications consultant. Follow him on Twitter @jeyylowe.

Photo: Getty
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Like it or hate it, it doesn't matter: Brexit is happening, and we've got to make a success of it

It's time to stop complaining and start campaigning, says Stella Creasy.

A shortage of Marmite, arguments over exporting jam and angry Belgians. And that’s just this month.  As the Canadian trade deal stalls, and the government decides which cottage industry its will pick next as saviour for the nation, the British people are still no clearer getting an answer to what Brexit actually means. And they are also no clearer as to how they can have a say in how that question is answered.

To date there have been three stages to Brexit. The first was ideological: an ever-rising euroscepticism, rooted in a feeling that the costs the compromises working with others require were not comparable to the benefits. It oozed out, almost unnoticed, from its dormant home deep in the Labour left and the Tory right, stoked by Ukip to devastating effect.

The second stage was the campaign of that referendum itself: a focus on immigration over-riding a wider debate about free trade, and underpinned by the tempting and vague claim that, in an unstable, unfair world, control could be taken back. With any deal dependent on the agreement of twenty eight other countries, it has already proved a hollow victory.

For the last few months, these consequences of these two stages have dominated discussion, generating heat, but not light about what happens next. Neither has anything helped to bring back together those who feel their lives are increasingly at the mercy of a political and economic elite and those who fear Britain is retreating from being a world leader to a back water.

Little wonder the analogy most commonly and easily reached for by commentators has been that of a divorce. They speculate our coming separation from our EU partners is going to be messy, combative and rancorous. Trash talk from some - including those in charge of negotiating -  further feeds this perception. That’s why it is time for all sides to push onto Brexit part three: the practical stage. How and when is it actually going to happen?

A more constructive framework to use than marriage is one of a changing business, rather than a changing relationship. Whatever the solid economic benefits of EU membership, the British people decided the social and democratic costs had become too great. So now we must adapt.

Brexit should be as much about innovating in what we make and create as it is about seeking to renew our trading deals with the world. New products must be sought alongside new markets. This doesn’t have to mean cutting corners or cutting jobs, but it does mean being prepared to learn new skills and invest in helping those in industries that are struggling to make this leap to move on. The UK has an incredible and varied set of services and products to offer the world, but will need to focus on what we do well and uniquely here to thrive. This is easier said than done, but can also offer hope. Specialising and skilling up also means we can resist those who want us to jettison hard-won environmental and social protections as an alternative. 

Most accept such a transition will take time. But what is contested is that it will require openness. However, handing the public a done deal - however well mediated - will do little to address the division within our country. Ensuring the best deal in a way that can garner the public support it needs to work requires strong feedback channels. That is why transparency about the government's plans for Brexit is so important. Of course, a balance needs to be struck with the need to protect negotiating positions, but scrutiny by parliament- and by extension the public- will be vital. With so many differing factors at stake and choices to be made, MPs have to be able and willing to bring their constituents into the discussion not just about what Brexit actually entails, but also what kind of country Britain will be during and after the result - and their role in making it happen. 

Those who want to claim the engagement of parliament and the public undermines the referendum result are still in stages one and two of this debate, looking for someone to blame for past injustices, not building a better future for all. Our Marmite may be safe for the moment, but Brexit can’t remain a love it or hate it phenomenon. It’s time for everyone to get practical.