During the 1990s I was actively involved in the research and commercial development of genetically modified (GM) crops. As researchers, we were confident of the scientific and commercial merits of GM products. However, reports started to emerge of growing public unease over GM technology. Within a relatively short time this had turned into a torrent of adverse newspaper and TV reports. Markets for GM foods contracted, retailers withdrew GM products, biotech companies collapsed, funding dried-up and investors saw their capital disappear.

Scientists and investors initially blamed the GM crisis on public misunderstanding of the technology, and campaigns to educate the public about biotechnology were launched. Later the media were blamed for their sensationalist reporting. Yet throughout, it was difficult to for those involved in the technology to pinpoint the exact cause of these problems. As I became increasingly involved in science communication, I discovered that there was a wealth of knowledge about stakeholder reactions to science and technology that scientists and entrepreneurs were not aware of. Much can now be learned from the events surrounding GM and similar science based controversies, as well as day-to-day science communication activities.

The debate surrounding gene technologies, my involvement in organizing many public engagement projects, and my work with the media led me to move away from the lab to further develop my interest and expertise in science communication. I have since gone on to pioneer an approach in which the philosophies and techniques of traditional science communication and public engagement can be exploited by organisations as a way of stimulating disruptive innovations and gaining competitive advantage. 

I believe that science communication should now be seen, not as a way of protecting reputations or of winning friends, but as tool for generating the innovations crucial to future success. Science communication should be less about propaganda and more about upstream negotiation and dialogue. This sort of engagement allows organisations and businesses to best understand the complex and evolving issues that may affect the basis of future competitive advantage. Importantly, this type of engagement also enables businesses to tap into hitherto undiscovered pools of creativity and innovation which can lead to significant competitive advantage. 

Innovation-based organisations are faced with the complex challenge of how to frame and manage this type of engagement. These difficult tasks cannot be accommodated within traditional management or PR strategies. Inform Consulting was created to fulfill this role. We specialise in translating academic developments in public engagement in science and technology into sound business practice. We enjoy working on great projects with innovative thinkers who want to continually develop their strategies and achieve business success. Using our skills and experience, we can help organisations to engage with stakeholders, communicate and generate innovation, and develop policies and strategy in the most effective way.

We look forward to working with you.