The paradox is evident: never before in history have companies had access to so many tools and approaches to communicate with target groups, yet despite this, corporations and organizations are facing increasingly greater challenges in how to approach corporate and strategic communication. Where to start and how to ensure (and measure) communication effectiveness in an environment that is changing so rapidly, where yesterday's strategies are obsolete tomorrow? If so, wouldn't it be better to adopt the logic of a purely reactive approach and respond (preferably as quickly as possible) to business and communication challenges as they arise, abandoning attempts at strategically planned, directed, and proactive approaches to addressing key target groups?

Occasionally, friends and acquaintances still ask me what exactly I do for a living. What are public relations, and what is strategic communication? My answer is simple: in a way, I cook at work, but I cook with words. Why?

If we look at the history of Russian presidential elections in the new millennium, we see that from the realm of real, somewhat free, and fair elections, very little or almost nothing remains.

In the world of politics, trust is like currency – without it, there is no power or authority. However, in recent years, we have witnessed increasing cracks in this trust, affecting the foundations of our society. So, what is it all about?

Five years have passed quickly, and once again we will be electing Members of the European Parliament. Those ladies and gentlemen who represent our interests in Brussels, who generally rank high in popularity polls, even though nobody really knows what they actually do, and if they do, the average Slovenian isn't even interested. It's a peculiar paradox. Where did we go wrong in these years when we were so eager to join the EU, that now, after being a part of it for 20 years, it's no longer our concern?

It's hard to fight against truths that aren't truths, but are so easy and simple to believe and even easier to loudly present around. Trump not only knows this but has elevated such populism to a new level.

In the previous column, I wrote that I believe human curiosity is the driving force of innovation. After long deliberation on the premises for this column, I may be a bit more pessimistic. Are we sometimes going too far in our pursuit of sales, profit, chasing KPIs, and achieving excellent annual results?

By nature, humans are curious beings. Some argue that the driving force behind change and progress is laziness – because we want to make life as easy as possible – but I, perhaps a bit naively, believe that curiosity is what drives innovation.

I vividly remember a late summer Sunday afternoon about five years ago. It was pleasantly warm, not too hot, a gentle breeze was blowing, and it felt like summer was slowly transitioning into autumn.