Hearts & Minds: Britain’s branding problem. How to start fixing it

Britain has a branding problem with its young people. The Times’ survey of Gen Z provides stark evidence: half believe the country is racist; many do not think it is worth fighting for; they do not trust the nation’s institutions, including the police and NHS. The scrutiny mirrors one conducted 20 years ago, asking the same questions to an identical audience. The sense of disillusionment since is palpable.

How do you respond to findings like these? First, read what is being said. What is coming across loudly is the feeling of detachment and not being listened to. In a corporate, it’s likely you’ve been here before. A study is presented to the board and the first reaction, by some at least, is not to believe it, to be dismissive. No one likes being criticised, however implicitly. A reflex kicks in, a defence mechanism, which is to rubbish what we’re told.

So, it is here. Politicians are accused of not doing a good job, of not improving and boosting the nation. What do they do? Turn round and say they can’t accept it. Here is Kemi Badenoch: ‘It is particularly shocking that so many young people think Britain is a racist country. It is absolutely not the case, but this is what happens when we let false narratives take root.’ Leaders like Badenoch fail to realise that Britian must be racist because people say it is, that perception is their reality. As well, the disbelievers run to comfort, they seek security in the reeds, quibbling about points of detail, relaying their own, contradictory experiences. Sometimes too, they interrogate the pollsters, querying how many folks were asked, and when and where, as if that was to blame and different methodology would produce different answers.

What they do not do, crucially, is to accept the research, understand there is a serious issue, and begin fixing it. Precious time is wasted going back and forth, debating and discussing. Too frequently, the analysis is consigned to the shredder or another poll is ordered, by another consultancy – it can even be repeated, and again, until the right conclusion is drawn. The smart, enlightened CEO will look at what has changed since that last exercise, where the slippage has occurred and come up with a strategy as to how it can be righted. For them talking and effectively doing nothing is not the solution. That needs to happen with brand UK.

Chris Blackhurst is one of the UK’s foremost business journalists. He was previously Editor of The Independent and City Editor of the Evening Standard.