When we talk about expert topics, we often get tangled in our own language. Experts aim for precision, while the public looks for meaning. And somewhere in between — between the “what” and the “why” — understanding is lost. Communicators are the bridge between expertise and comprehension – between accuracy and the meaning people can truly feel.

We’ve stepped into a heated political autumn. The tension is already in the air, as we’re likely only six months away from parliamentary elections. Party congresses are happening one after another, new parties are being formed, old ones are being reshaped, and political advisers are searching for the magic formula to win over voters.

Last week I had the opportunity to take part in a panel at the Development Conference of the National Council of the Republic of Slovenia. The theme: competitiveness and investment. In my opening remarks, I drew on the parable of Achilles and the tortoise. Achilles, the fastest among heroes, cannot overtake the tortoise, because the latter always takes a small step forward.

Many organizations treat communication strategy as a side issue. The reasons vary – from lack of time to the assumption that “everyone already knows what we want to say.” Yet the reasons for neglecting this area are often very similar. Below are five of the most common ones we hear – and the arguments why they don’t hold up.

I spend a lot of time interacting with different generations – from colleagues who swear by emails and phone calls, to younger people who stopped opening their inboxes long ago. And I’ll admit, I spend far too much time on TikTok, so I thought I was at least somewhat up to date with the language and communication style of Gen Z.

Summer is a time when our team also slows down a bit to reflect, gather fresh ideas – and to look back at the content that has captured your attention the most in recent months. Instead of a new post, we are sharing four of the most read blog articles from the first half of 2025 – one from each member of our team.

Sometimes it seems that in companies we too often think of a brand as something external — a logo, an ad, a campaign. As if a brand is something we show to the world, not something we live every day. But the truth is, the real power of a brand is hidden in the people who (co)create it and live it daily. These can be customers or users who identify with the brand and “make it their own,” but first and foremost, these should be — or could be — the employees.

I’m no longer a tourist in Piran. Nor am I truly a local. I’m somewhere in between – someone who comes and goes, but always returns. In summer, winter, spring, autumn… and all the seasons in between. Always with a key in my bag, favorite spots, familiar faces and friends. With my pier, my tavern, my café – where coffee tastes different depending on the time of day. Sometimes there’s a green smoothie for breakfast, always a bevanda with lunch.

When it comes to strategic communication of national priorities—especially in the areas of security and foreign policy—those in power must not indulge in reckless, populist, and domestically motivated statements. Statements that have immediate consequences the moment they are uttered. Yet that is precisely what Prime Minister Robert Golob did when, in response to the referendum initiative of an “unprincipled” left-right coalition regarding increased military spending, he floated the idea of a counter-referendum—on Slovenia’s membership in NATO.