PHMG invests heavily in projecting the image of a warm, inclusive, modern business. Internally, it’s hard to reconcile that with the reality.
This is a company that talks a lot about culture, communication and people, but consistently undermines all three. If you fit the very specific “PHMG mould”, you’ll likely do well. If you don’t…
What’s most concerning is that this shows up daily in how the business actually operates. I was recently invited to and attended what was positioned as an open forum to discuss morale. What it turned into was a clear example of the problem: a colleague giving honest feedback to the questions asked was met with visible hostility from a director. It was uncomfortable to watch and made it very clear how “open” these conversations really are.
From a business perspective, it’s difficult to see how this approach is sustainable. There’s a constant push to appear progressive and people-focused, but very little willingness to engage with feedback that challenges that narrative. The result is low morale across multiple departments and a growing disconnect between leadership and the people actually delivering the work.
Operationally, there’s a lack of consistency and direction. Priorities shift frequently, KPIs are often vague or unrealistic, and accountability is uneven at best. When things go wrong, responsibility tends to be passed around rather than addressed.
There is a clear hierarchy, and those responsible for producing the output that drives revenue often feel the least valued within it.
For a communications business, the inability to listen — genuinely listen — to its own people is a significant risk. Right now, the focus seems to be on maintaining the appearance of a strong culture rather than building one that can withstand scrutiny.
