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CT stakeholder survey 2025
Insights from CT’s recent client perceptions survey
INNOVATION & IMPROVEMENT
Zina Smith
Marketing and Communications Manager, Campbell Tickell
Zina Smith
Marketing and Communications Manager, Campbell Tickell
Issue 81 | December 2025
A critical method to find out what people outside your organisation think is to commission a stakeholder perceptions survey. At CT, we find this approach so valuable that we’ve done it three times, in particular to test how perceptions change and develop over time.
So earlier this year, we commissioned a confidential perception survey to test what our clients and other external influencers think of our business. Here, we’re pleased to outline the key findings from our survey and actions the board will take forward.
Although CT has frequently conducted such surveys for clients, it is crucial, in our view, that the exercise is carried out independently. So we commissioned Creative Bridge’s independent consultant, Jacquie Anglin, who worked with us on our two previous surveys.
Jacquie spoke to 35 participants from the range of sectors CT works with across the UK and Ireland. These were drawn from care and support, charities, commercial housing, government, local authorities, housing providers, regulators, sport, and umbrella bodies.
Main objectives
We wanted to test changes in perceptions since the last survey, specifically around:
- the breadth of our offer given the increase in our team over the past few years
- growth in sectors where we are not as long-established and areas of expertise beyond our core housing and social care-related consultancy work
- our social purpose and environmental credentials
- how well our new business strategy is embedded, the effectiveness of communications and brand, and how well client needs and priorities are understood
Perceived strengths
The most positive perceptions were about (in order of number of mentions):
- CT’s breadth of knowledge, expertise and connections across the sectors (19)
- the quality of our team, our approach to work and the outcomes of our support (14)
- efficiency and value for money (6).
These statements echoed the 2021 findings. This time, however, the strengths had solidified around the first two elements, together with perceptions about our ethos and sense of caring about the sectors in which we work and how we run our own business.
Clients moreover spoke highly of our breadth of insight, degree of challenge and diverse portfolio of services. CT was described as approachable yet grounded, and was often recommended to others on completion of a project.
Measurable ratings
Interviewees were asked how much they agreed or disagreed with 12 statements about CT and assigned scores to the responses to produce averages out of five. The highest rated were:
- responds positively and creatively when I present a problem or challenge to them (4.85)
- provides us with tailored solutions based on robust challenge and clear evidence (4.83)
- honest, straightforward and ethical business that cares about people and social issues. (4.79)
Areas identified for improvement
While no major weakness was identified, interviewees indicated perceived areas that CT could tighten or clarify. This included: updating ways of working; capacity and cost; communication and brand; and plans for succession.
Campbell Tickell’s response
Greg Campbell commented:
“We are delighted to hear such positive feedback from interviewees and are grateful to all who agreed to participate. The timing of the survey has been important, as we are currently engaged in a “CT Reset” programme. This is about working to strengthen our structures and systems, developing leadership and maximising how we engage our people in the running of the business, while ensuring we continue to operate ethically, commercially and efficiently.”
The CT Board has reviewed the recommendations arising from the survey findings and made several key commitments:
- Communications and brand – Sharpen our messaging and brand and target our communications more effectively to demonstrate the quality and the impact of our work.
- Continue to serve our clients’ immediate and future requirements – Ensure greater awareness of our full suite of offers, from governance, regulation, strategic planning, to recruitment, mergers, transformation, and financial consultancy. Learn more.
- Succession planning – Highlight the skills and capabilities of senior team members, beyond the board members.
- Professional development – Assess training and development needs across our team and ensure clear pathways for professional development.
- Grow our networks – Continue to partner with influencers and organisations across the sectors in which we operate.
- Conduct further surveys at appropriate intervals to ensure we continue to hear the views of partners and others we work with, outside the client-consultant relationship
