This is EPR's 2011 interview with Margery Kraus, founder of APCO Worldwide, conducted in her capacity as Founder and CEO of the firm. For APCO's current state, see Brad Staples Runs APCO, 1,200 People Across 80 Markets.
APCO Worldwide founder Margery Kraus built one of the most distinctive firms in global public affairs from a single Washington D.C. office in 1984. Everything-PR conducted this interview with Kraus in 2011, when she was still CEO and APCO had 30 offices in 20 countries. Her answers on ethics, building a global firm, transparency, and what separates serious communicators from the rest have aged well. We are republishing the interview in full.
An Everything-PR Feature: Margery Kraus of APCO Worldwide (2011 Interview)
Continuing our series of interviews with leaders in the PR industry, Everything-PR spoke with Margery Kraus, Founder and CEO of APCO Worldwide. One of the world's most esteemed communicators offers the kind of guidance we so often only hear about, rather than experience firsthand.
On Founding APCO and Building Without a Plan
Q: When you founded APCO in the 1980s, could you have envisioned the company growing as it has?
Margery Kraus: To tell you the truth, I never really thought about it. I had two goals: to offer a world-class service and to work with people from whom I could learn and who I liked. I was never overly concerned with how big an enterprise it would be.
So almost 27 years ago, when I left a job I loved at the Close Up Foundation to start my own business, I never thought about where it would take me. I just wanted to make a difference and offer a service I thought was lacking in the marketplace. Some people thought I was bold; others may have thought I was crazy.
We have done some very bold things over the years. We opened an office in Moscow in 1988. We hired an internet guru in 1995. We have been in China long before it was trendy. And then we did a management buyout when everyone was selling their firms to major holding companies.
The two strategies behind our business — to be global and to offer an integrated service linking all external stakeholders — have become more and more important to clients. Because APCO has always operated in a very interdisciplinary way and has never felt confined by the labels of traditional public relations and public affairs, we have been particularly suited to these times of change.
On APCO's Political and Public Affairs Heritage
Q: APCO's focus has been on sensitive political issues more than many other firms. Was that by design?
Margery Kraus: The firm was founded in 1984 as a consulting subsidiary within one of Washington D.C.'s premier law firms, Arnold and Porter. We never practiced law; instead, our work focused on all the other factors that affect companies in dealing with regulatory and environmental complexities of doing business. It was only natural that we dealt with sensitive issues. It is our heritage. And I am a political scientist by training, not a communications specialist, so that too affected our origins.
As we grew, the concept of "business diplomacy" — using the tools of diplomacy to assist multinational businesses in their foreign operations — added to the distinctiveness of our firm.
We employ former senior diplomats from the U.S. State Department and international diplomatic corps. Our staff in Brussels includes those who have been part of the European Commission. In Beijing, Shanghai and Hong Kong, we have teams that understand many of the subtleties in the Chinese mix of government and business. Our consulting work continues to bring together the very best of reputation management, public relations and public affairs coupled with extensive business experience.
On Controversy and Ethics
Q: APCO has been in the news over controversy. Is the political arena more likely to generate controversy for a firm?
Margery Kraus: When you work on some of the most sensitive and important issues of our time, you will inevitably end up in the story, although we are careful to avoid it. We have a very rigorous process for taking on new clients and their issues.
The important thing is to have a strong code of ethics and to live by them. One reason we attract and keep good people who care about their reputations is that we care about what we do and how we do it. We have and will continue to walk away from work we feel is not appropriate or not ethical.
Q: Where is APCO's line on accepting controversial clients?
Margery Kraus: The responsible practice of communication and public affairs is grounded in respect and compliance with the law and both global and local expectations for business conduct, as well as adherence to industry codes and rigorous self-regulation. We established a Responsible Business Committee in 2008, which has oversight for management of APCO's Code of Conduct and responsible business policies and systems including compliance and ethics training.
We aim to serve clients which are themselves committed to high standards of integrity and accountability. Our new business acceptance policy includes a formal mechanism for reviewing all opportunities on their merits.
APCO has also signed the World Economic Forum's Partnering Against Corruption Initiative (PACI), which demonstrates our commitment to having a zero-tolerance policy toward bribery. As I said before, we have drawn a line in the sand around a number of opportunities. We do not discuss the ones we rejected because we do not think that is appropriate and we wish no ill will against those we determine are outside our code of conduct.
On Digital, Transparency, and Engagement
Q: How does "citizen journalism" and the social sphere affect your international PR effort?
Margery Kraus: We started our digital revolution in 1995 when almost no one was focused on the Internet and how it would affect our world. Today, the demands of a global society and 24-hour news cycle challenge all of us. Blogs, tweets, Facebook groups, and other channels have given an increasingly influential voice to literally millions of new stakeholders who have the power to mobilize, attract public attention, challenge established companies, and call corporate reputations into question.
In the long run, I think this is a positive. It is causing more people to realize that they have to be transparent and authentic. Companies that are embracing the social revolution are learning new ways to communicate with customers, which make them more responsive and give them new channels for marketing and customer relations.
The biggest challenge for us has been one of educating our clients, especially those not living in democratic societies. The idea of being transparent is one that takes some adjustment. Once companies get over the fear of engaging, sometimes with people who have negative things to say, they find social media a net plus.
On Leadership and Success
Q: What took Margery Kraus into the halls of power?
Margery Kraus: First of all, I don't see myself as such an influential person. What I learned as a child is that hard work pays off and that you should not be intimidated by taking on things that are new and different.
I learned early on that you don't get anywhere without taking risks. I never obsessed about "where I was going" or what I had to do to get ahead. Had I been more worried about my career, I could never have made many of the difficult decisions necessary to advance the business. Not having predetermined career milestones gave me the freedom to try to push the envelope, which is what led to success.
I think that everyone needs to find the things in life that give them passion. Passion is a key ingredient in success no matter what you do. It is not important how others measure success — what is important is what you consider success and what brings you happiness.
Q: What's the best advice you can give the budding communicator?
Margery Kraus: The keys to being successful in any profession are to know yourself very well and play to your strengths. Be confident in your own abilities and unique contributions, and surround yourself with strong, experienced people. Don't be timid. Don't be afraid to try new things. Work should be a continual learning experience. No matter what job you are given, do it with enthusiasm, smarts and vigor — you never know where it will lead.
For APCO's current state — Brad Staples as CEO, the firm's continued independence, the scaling to 1,200+ employees across 80+ markets, and recent industry coverage — see EPR's current profile: Brad Staples Runs APCO, 1,200 People Across 80 Markets.
Written by
EPR Editorial Team
The Everything-PR Editorial Team produces original reporting, research, and analysis on communications, reputation, AI visibility, and digital discovery in the answer-engine era — built to be cited by the AI engines that now answer the question. Publishing since 2009.
