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Article

From the Super Bowl to the World Stage: What Health’s Cultural Moment Means Now

February 11, 2026
By Jacob Porpossian

Super Bowl LX offered more than a strong showing for health and pharma brands. It signaled something more durable: health is no longer a category that waits for cultural permission. It’s actively shaping culture on the world’s biggest stages. That shift matters.

Roughly seven major health and pharma campaigns aired during the big game. But what stood out wasn’t volume. It was confidence. These brands claimed space alongside beer, cars, and tech.

More importantly, this moment shouldn’t be viewed in isolation. As we look ahead to the Olympics and the World Cup, we’re entering an extraordinary run of global tentpole moments where health, science, performance, access, and equity will increasingly intersect with culture at scale. Super Bowl LX was an early proof point.

What the strongest work got right

Across categories and geographies, the most effective campaigns shared three defining moves.

1. Stigma reduction through entertainment
Novartis used NFL tight ends to make prostate screening feel approachable, even funny, rather than fearful. Boehringer Ingelheim reframed early-detection testing as a “mission,” turning anxiety into agency. Humor and storytelling didn’t trivialize health; they unlocked attention, relatability, and permission.

2. Normalizing everyday health decisions
GLP-1 related ads put the focus on being human and positioned their treatment options as support and empowerment for patients, not intervention. These brands met people where they are. Not where the healthcare system wishes they were.

3. Cultural clarity
Simple metaphors. Human voices. Ideas that survived the post-game social conversation and shaped Monday-morning dialogue. The work that traveled didn’t over-explain science; it translated it.

The bigger signal

Industry and media reaction underscored a structural shift playing out globally: health is no longer purely clinical. It’s lifestyle-adjacent, values-driven, and culturally expressive. The brands that resonated weren’t just marketing products. They functioned as cultural facilitators, translating science into relevance, credibility, and permission. For trust-based, highly regulated categories, this is the difference between building confidence and eroding it.

Why this matters now

As health brands look ahead to the world’s next major cultural moments, the opportunity (and responsibility) is clear.

Cultural strategy and creative as core health capabilities
Brands need to enter culture without trivializing health, balancing regulatory rigor with entertainment and emotion. This requires earned-first thinking that travels across markets and moments.

Integrated moment marketing
Impact now lives across broadcast, social, earned media, influencers, and executive voice working together. The most effective programs build always-on platforms that culminate in tentpole moments, rather than relying on one-off activations.

Prevention and behavior-change storytelling
As healthcare moves upstream toward screening, early detection, and access, brands must reduce fear and inertia. That demands new creative frameworks that motivate action without alarm.

Corporate narrative alignment
Many of these campaigns carried implicit corporate messages around innovation, access, and equity. As scrutiny around healthcare ethics and pricing intensifies, alignment between brand, corporate, and leadership narratives becomes essential; not optional.

Looking ahead

Health is moving faster than many organizations are prepared to follow. The brands that succeed will be those that show up credibly, responsibly, and creatively. Not just during one event, but consistently across the world’s biggest cultural stages.

With the next Super Bowl less than a year away and the Olympics and World Cup on the horizon the window to plan thoughtfully is already open.

Jacob Popossian width= Jacob Porpossian is the Global Executive Creative Director for FleishmanHillard’s Health & Life Sciences practice, where he builds and leads creative and storytelling capabilities for major health brands. With a background spanning creative strategy, digital marketing, communications, and production, he advises integrated teams across healthcare, CPG, corporate, and technology sectors, while also championing diversity and inclusion initiatives across the agency and industry.

 
Article

From Buzzword to Backbone: What ALM 2026 Signals for AI and Advertising

By Matthew Caldecutt

Each year, the Interactive Advertising Bureau (IAB) Annual Leadership Meeting (ALM) offers a snapshot of where digital advertising stands and where it is headed. In 2026, that picture sharpened quickly. AI is no longer an emerging trend. It has become the industry’s operational substrate, shaping how decisions are made, campaigns are executed, and value is measured.

At ALM 2026, AI was not treated as a standalone topic or future experiment. Under the banner “It Starts Here,” it emerged as connective tissue across conversations on measurement, identity, commerce, and privacy. Rather than signaling a mandate for any single stakeholder, discussions reflected a shared reorientation toward common operating principles. The question shifted from whether AI will shape advertising to how decisively organizations are prepared to rebuild their foundations.

In prior years, AI discussions often focused on pilots or novel demonstrations. This year marked a clear shift toward what many described as industrial plumbing. AI is increasingly central to planning, activation, and optimization in 2026. According to the IAB’s 2026 Outlook Study, digital ad spend is projected to grow 9.5%, with growth shaped in part by AI-enabled targeting and automation. It now powers how media is bought, optimized, and valued.

Across sessions, a consistent theme emerged. Organizations that delay embedding AI into foundational workflows risk falling out of step with a market rapidly reorganizing around automation and intelligence. AI is not simply accelerating existing processes. It is redefining how planning decisions are made and how performance is evaluated in real time.

The emphasis on measurement made this shift especially clear. With the launch of Project Eidos, the IAB elevated a challenge the industry has grappled with for years: the erosion of trust in an opaque, AI-driven environment.

As signal loss continues to erode traditional tracking, the risk is not just fragmentation, but reduced transparency across platforms. The IAB’s 2026 State of Data report highlights a sobering reality: most buy-side respondents believe current AI-powered measurement falls short on rigor and trust. When platforms define metrics in isolation, brands are left comparing results that are difficult to audit or reconcile.

Discussions at ALM reflected broad alignment that this is not a failure of intent, but a structural challenge. Shared definitions, interoperability, and consistent frameworks are required to restore confidence. Project Eidos represents a coordinated effort to move beyond today’s patchwork of channel-based metrics toward an interoperable approach built on shared constructs, framed as a multi-year foundation effort to ensure AI delivers confidence alongside automation.

Commerce and retail media were positioned as the most immediate proving grounds for AI, combining rich first-party data with clearer paths to closed-loop measurement. However, the conversation was not solely about efficiency. Two friction points emerged.

The first was publisher sustainability. IAB President David Cohen introduced the AI Accountability for Publishers Act to address concerns surrounding large-scale AI data use and publisher compensation. Discussions reflected ongoing debate across the ecosystem about how value is created and shared in an AI-driven market. The focus was on exploring guardrails that balance innovation with the long-term viability of journalism and creator ecosystems.

The second was the AI ad gap. While 82% of ad executives believe Gen Z and Millennial consumers feel positive about AI-generated ads, only 45% of those consumers report feeling the same, according to recent IAB and Sonata Insights research. This gap highlights a disconnect between advertiser assumptions and audience sentiment. The findings suggest that clearer, more consistent disclosure of AI use, supported by the AI Transparency and Disclosure Framework, can help rebuild trust and improve resonance without undermining long-term brand equity.

A more understated challenge was the human element. While technical foundations are being put in place, many organizations are still building the expertise required to manage increasingly complex, agentic systems. The shift toward AI as infrastructure is driving demand for deeper AI fluency across strategy, creative, measurement, and governance.

Taken together, the conversations at ALM 2026 suggest that AI’s role in advertising has fundamentally shifted. The question is no longer how quickly the industry can adopt new capabilities, but how deliberately it can operationalize them. Measurement standards, disclosure frameworks, publisher protections, and talent development are no longer secondary considerations. They are the scaffolding required to make AI durable at scale. The shift from buzzword to backbone is already underway. What comes next will depend on whether the industry treats AI as a shortcut or as shared infrastructure that must be governed and trusted over time.

Matt Caldecutt is a Senior Vice President in the Technology Practice at FleishmanHillard, with extensive experience in advertising technology and digital media. He advises companies across the ad tech ecosystem on media relations, emerging trends, and industry issues, helping translate complex developments into clear, strategic communications.

Article

How B2B Brands Win Buyer Attention and Trust Today

By Bob Beasley

If you feel like you’re being asked to do more with fewer resources, you’re not alone. In sectors ranging from manufacturing and energy to technology and pharma, communications teams are expected to build trust, win business and safeguard reputation, all while juggling tight budgets and a growing list of channels and stakeholders. This is the new normal.

But complexity brings opportunity. The brands that succeed are those that adapt fastest to changes in buyer behavior, technology and trust by getting specific about what works, measuring what matters and using the right resources in the right places.

Your Buyers Have Changed, So Must Your Communications

One of the biggest shifts in recent years is demographic. The data back up what many communicators are seeing: 70% of B2B buying committees now include Millennials and Gen Z (Forrester). These buyers expect digital experiences, transparency and credible proof, not just polished sales messages. And research shows that more than 80% of B2B buyers have made their decision before ever talking to sales (6sense). That means your digital reputation is often your first — and sometimes only — chance to make the shortlist.

Research Looks Like Consumer Shopping Across Many Channels

Today’s B2B buyers do deep research before they ever fill out a form or book a demo, relying on reviews, forums and specialist sites when evaluating vendors. They’re also turning to LinkedIn, YouTube, podcasts and even TikTok for demos, peer perspectives and behind-the-scenes content.

In practice, this means you, as a B2B communicator, should focus on building a credible presence on platforms like LinkedIn and YouTube, sharing technical case studies, how-to videos and thought leadership. You might also experiment with TikTok or podcasts to reach new audiences, especially around workforce branding and recruitment. The key is to prioritize the channels where your buyers actually spend time, not to try to be everywhere at once.

Algorithms Are Now Gatekeepers

AI-powered search and recommendation engines increasingly determine what information buyers see and what gets buried. More than half of B2B buyers say AI-driven search is now their most influential source for vendor discovery (LinkedIn).

And with most buyers nearly through their decision process before talking to a salesperson, your digital reputation may be your only chance to make the shortlist.

As AI-powered search tools become the norm, from Google’s generative results to LinkedIn’s AI-powered recommendations, “generative engine optimization” (GEO) is about making sure your brand’s story, expertise and proof points are surfaced by these systems.

How do you do this?

  • Publish technical articles, how-to guides and answers to common customer questions on your site and LinkedIn.
  • Use schema markup — basically having your web development team “label” your content — so search engines understand and trust the information (Google Search Central – SEO Starter Guide).
  • Encourage your engineers, product managers and technical leaders to share insights on platforms like LinkedIn or industry forums. AI engines reward credible, multi-source expertise.
  • Contribute to trusted third-party sites (like industry magazines or review platforms) that AI engines already see as authoritative.

What This Might Look Like for Your Company
As a B2B communicator, you might identify the top technical questions customers are searching for, then work with your technical teams to develop clear, searchable answers in blog posts, LinkedIn articles and videos. Over time, this approach can help your content appear more prominently in AI-driven search results and featured snippets, potentially leading to more qualified inbound leads and requests for product demos. (Best practice reference: Google Search Central – SEO Starter Guide, LinkedIn B2B Marketing Blog)

Regardless of sector or focus, one fact is consistent: you must adjust your approach to be successful in today’s complex market.  Your buyers demand it, and your brand must rise to the challenge.

Start today by auditing which channels your buyers actually use (not the ones you think they should use). Then, commit to building a credible, consistent presence in those places. That’s how you’ll win their attention and earn their trust.

Bob Beasley width= Bob Beasley is a senior vice president with FleishmanHillard’s B2B & Manufacturing practice. A former newspaper reporter, Bob has worked for more than 30 years helping people, communities and organizations tell stories with impact. Since joining FleishmanHillard in February 2007, Bob has provided communications counsel to some of the most respected companies in the world.

 
Article

How Legitimacy Risk Is Changing Modern Communications

February 10, 2026
By Matt Rose

For decades, corporate risk followed a familiar playbook. If a company focused on its core business, complied with the law, treated employees fairly, managed crises competently, and protected its reputation, it earned the right to operate. Risk was something to mitigate. Reputation was something to manage. Legitimacy was largely assumed.  

It’s time to stop assuming that.  

A Quieter, More Unsettling Question

Some of the most serious risks companies face today have nothing to do with misconduct, operational failure, or scandal. Instead, they stem from a single, uncomfortable question – one increasingly asked by policymakers, journalists, and the public alike:  

Should this company be allowed to operate this way at all?  

That question sits at the center of what has been called the Legitimacy Gap: the chasm between what companies are legally permitted to do and what society is still willing to tolerate. It is not a new theory and has been discussed among academics since the 1970s. Today, however, legitimacy is becoming one of the most consequential forms of corporate risk – and one of the least well understood.  

Reputation Is Not Permission

Many companies still assume that a strong reputation guarantees legitimacy. If customers trust you, regulators engage constructively, and investors reward performance the social contract feels intact.  

Recent experience suggests otherwise.  

Take the pharmaceutical industry. Large pharma companies are widely respected. They are innovative. Scientifically credible. Their products save lives. Their R&D pipelines are admired. Leadership teams are treated as serious and competent.  

And yet they find themselves in a legitimacy crisis.  

The issue is not that these companies are breaking the law or operating unethically. The issue is simpler – and harder. A growing share of the public and the political class questions whether any private company should have unilateral authority to set prices for medicines people cannot reasonably refuse.    

Complicating matters further, the scientific authority that once helped offset these concerns no longer carries the same weight it did. Confidence in pharmaceutical innovation remains high among experts, but public trust in science itself has become more fragile and contested. As that trust erodes, appeals to data, trials, and regulatory rigor are less effective at resolving what is increasingly a legitimacy question rather than a technical one.  

That is not a reputational critique. It is a permission question.  

A similar conversation is unfolding around artificial intelligence. Many innovative AI companies are respected for their technical sophistication and for engaging regulators in good faith. But the core concern is not whether these companies are reckless. It is whether private actors should hold so much influence over information, labor, creativity, and large-scale decision-making.  

In both cases, the tension is the same. It is not about bad behavior. It is about concentrated power.  

When private companies control the systems people depend on – whether it is access to medicine or algorithmic decision-making – the debate fundamentally shifts. Questions of efficiency give way to questions of fairness and control, and concerns that the public’s wellbeing is at risk because of what companies do and how they do it, and that wellbeing may not be recovered. And once that shift happens on a large scale, even strong factual defenses begin to feel beside the point.  

How Legitimacy Slips Away  

Legitimacy risk rarely arrives with a bang. It does not begin with protests or front-page scandals. It starts quietly and in places most companies do not watch closely enough.  

First, policy experts and academics raise questions. The language is procedural. Abstract. Easy to dismiss. The experts may be considered fringe or unorthodox, and therefore ignorable.  

Then the framing flips. Critics are no longer treated as outliers; they become credible counterweights in an environment that feels unbalanced in favor of big commercial interests. Coverage shifts from “How does this work?” to “Who benefits from it?”  

Next, the issue becomes moral rather than mechanical. Subjective evaluations of fairness replace objective, carefully measured, and previously acceptable trade-offs. Motive matters more than mechanics. Silence starts to look evasive. Defense begins to sound self-interested.  

From this point, intervention feels inevitable. What is often missed is that legitimacy rarely collapses through formal intervention alone. As permission weakens, organizations lose the latitude to move quickly or adapt. Necessary decisions become slower, more contested, and harder to implement long before any rule formally changes. 

The debate is no longer whether change is needed, but how aggressive it should be. Most companies do not realize what is happening until this stage – by which point the legitimacy of the existing model has already eroded.  Urgent corporate defense compounds the negative responses that have been built over time.   

Why This Catches Companies Off Guard

Legitimacy risk doesn’t show up neatly in dashboards. It doesn’t trigger media-monitoring alerts.

Media teams tend to prioritize volume and sentiment, while legitimacy challenges often emerge among low-volume, but high-credibility voices long before anything trends.

Risk teams focus on compliance and consensus, even though legitimacy questions typically arise just outside that consensus – from skeptics credible enough to matter, but uncomfortable enough to disrupt.

Communications functions are built to respond, not to sense.

Legitimacy risk lives in the gray zone before materiality becomes obvious. That’s why escalation feels sudden. It isn’t. It simply unfolds somewhere companies aren’t looking.

A key signal companies often miss in this early phase is their own workforce. Employees frequently experience legitimacy tension firsthand, particularly during periods of technological disruption, automation, or organizational change. They see how decisions are made, who bears the cost, and where stated values collide with lived reality. When employees begin to question fairness, transparency, or purpose, they are often articulating legitimacy risk before it becomes visible externally.

In that sense, employee skepticism is less a cultural issue than an early-warning indicator of how broader audiences may eventually respond.

Legitimacy risk concentrates where systems become essential, and power becomes unavoidable. The more society depends on what you provide, and the less fair your control over it is perceived to be, the greater the exposure.

Healthcare. Finance. Infrastructure. Energy. Platforms. AI. Education. Housing. Transportation. Food. In these sectors, success doesn’t insulate companies. It magnifies scrutiny.

Click above to download our Leadership Playbook ‘License To Lead’

What Smarter Companies Do Differently 

Companies that navigate legitimacy risk well do not try to message their way out of it. They treat communications as early-warning intelligence, not just amplification. They pay close attention to who is shaping emerging narratives, not only to what is being said. They stress-test uncomfortable critiques internally before journalists, policymakers, or activists do it for them. 

Most importantly, they stop collapsing three very different questions into one. 

Is this legal? 
Is this defensible on the facts? 
Is this still socially acceptable? 

Legitimacy risk lives in the gap between those answers. And it is magnified by another question: Can an average person understand what we do and how? Because the more complex, arcane, and secretive a company’s work is seen to be, the more legitimacy risk attaches to it. 

The Gap Is Widening 

The legitimacy gap is widening. Markets move faster than norms. Technology outruns regulations. Public patience is thinner than most companies realize. In this environment, permission to operate is no longer implicit. It must be continuously earned – and it can be quietly withdrawn long before any law changes. 

Companies that focus solely on compliance and reputation will find themselves defending systems that no longer have public consent. Those that recognize legitimacy as a core strategic risk can shape the terms of debate while they still have room to maneuver. 

The real danger is not regulation. It is discovering, too late, that society has already decided the rules should change. 

Matt Rose width= Matt Rose is the Americas Lead for Crisis, Issues & Risk Management. An SVP & Senior Partner in New York, he brings more than 30 years’ experience in advising organizations on crisis and issues management, risk mitigation, and reputation recovery. He has guided companies through reputational crises, labor issues, regulatory challenges, ESG controversies, and high-profile litigation.

 
Article

FleishmanHillard Integrates Porter Novelli to Form a Stronger, More Specialized Global Communications Consultancy

February 9, 2026

The combination brings deeper sector expertise, faster access to solutions and greater scale to meet growing client complexity.

As part of the realignment of Omnicom Public Relations, Porter Novelli is integrating as a dedicated brand into FleishmanHillard, uniting two industry-leading communications consultancies to better serve clients navigating complex business and reputational challenges.

The integration reflects a strategic priority to deliver deeper sector expertise, faster solutions globally and more precise counsel for mission-critical work. FleishmanHillard now operates with expanded talent and specialization across key growth sectors.

A Stronger Platform for Clients

Together, FleishmanHillard and Porter Novelli form one of the industry’s most comprehensive communications consultancies with pronounced strength across:

  • Health and life sciences
  • Technology
  • Financial and professional services
  • Social impact and ESG
  • Public sector and public affairs

The integrated organization will operate at greater scale in markets where clients are centered, enabling faster collaboration, broader access to specialized expertise and more consistent delivery of solutions across regions. This concentration of talent strengthens FleishmanHillard’s ability to advise at the intersection of reputation, policy, growth and transformation.

A portion of Porter Novelli’s current client portfolio — including U.S. public sector relationships and select other clients — will continue to be served under the Porter Novelli brand, which will operate as a dedicated brand within FleishmanHillard.

The combined organization will be led by an integrated executive leadership team, effective immediately:

  • J.J. Carter, Global President and Chief Executive Officer
  • Patti Portnoy, Chief Financial Officer
  • Lisa Moehlenkamp, Chief Operating Officer
  • Jillian Janaczek, Chief Executive Officer, Americas
  • Della Sweetman, Chief Strategy and Innovation Officer
  • Mitch Germann, Chief Growth Officer
  • Emily Frager, Chief Client Officer
  • Sakima Johnson, Chief Integration Officer

This leadership team will work closely with regional leaders across the Americas, EMEA and APAC to ensure continuity for clients while advancing the firm’s strategic priorities.

Looking Ahead

The integration reinforces FleishmanHillard’s position as a trusted partner for organizations facing global complexity, from regulatory and geopolitical risk to transformation, innovation and growth. By combining talent, expertise and scale, the firm is positioned to deliver more specialized and impactful communications for clients worldwide.

Article

The Modern Comms Playbook in Motion: Super Bowl Media Week, Hour by Hour

February 6, 2026

As players and coaches cram on the gameplan for Super Bowl LX, it also takes a village to manage global media attention and protect a complex brand moment. PRWeek’s latest “Notes from the Field” takes readers inside the daily rhythm of Super Bowl Media Week alongside Chief Business Development and Brand Officer Mitch Germann, who is also serving as head of communications for the Bay Area Host Committee.

From coordinating national media interviews and shaping real-time intelligence to aligning messaging across stakeholders and navigating red carpets and community events, each day of Super Bowl Media Week is a case study on how disciplined, strategic communications operates when scrutiny never lets up. Now, you get the hour-by-hour look at what it takes to execute with precision on the biggest sports stage in America.

Want more insights about the high stakes in sports collaborations? Watch FleishmanHillard CEO discuss the power of partnerships in sports below in his interview with Campaign.

Article

 Ticket To Biotech: The Real Value Is in the Conversations 

By Samantha Donaghey

Last month the biotech and pharma universe descended on San Francisco for the 44th Annual J.P. Morgan Healthcare Conference. Thousands of industry leaders, investors and media gathered for a week filled with investor meetings, insightful presentations and opportunities to gauge the current state of the industry. 

For communications professionals, the week is always bustling with activity. This year, we kicked off with nearly 200 healthcare communication experts joining our networking event, co-hosted with Ticket To Biotech. Attendees stole away from packed schedules to enjoy an evening of reconnecting with old friends and making meaningful, new connections.  

A shared appetite for connection and insight.  

At our event, attendees weren’t interested in quick pitches—they were looking for deeper engagement. They wanted to explore the future of healthcare, identify emerging trends, and learn how peers are navigating the ever-changing industry.  

The growing appetite for collaborative spaces among healthcare and biotech communicators was evident by the sheer number of event attendees — Ticket to Biotech’s largest networking event so far. 

What struck us most was the collective spirit of curiosity. Attendees were enthusiastic to hear from peers facing similar headwinds, inviting diverse perspectives on managing the shifting regulatory landscape, bridging talent gaps and adjusting to the relentless pace of innovation and change.  

Healthcare is in a moment of unprecedented change, and communications practitioners know it. 

At this year’s meeting, communications professionals showed they are far more than observers—they are actively shaping the industry through conversation, collaboration and connection. Organizations like Ticket to Biotech aren’t just connecting people. They’re shaping the industry by cultivating a community committed to driving progress.  

Article

Cybersecurity and Reputation in 2026: Surfing into the Wave 

January 29, 2026
By Scott Radcliffe

While we’re well past Larry David’s threshold to wish “Happy New Year,” 2026 is still fresh and there will be some trends communications leaders should be very prepared for as cybersecurity and corporate reputation continues to be more firmly intertwined. What’s more, these trends are evolving quickly and in a way that should make most PR leaders question assumptions they’ve made for cybersecurity-related communications even just a few years ago.  

We’ll likely find the organizations that emerge with their reputations intact—or even enhanced in some cases—are those that recognize a simple truth. Specifically, that in the age of growing and ever-present cybersecurity threats, your communication strategy is nearly as important as your firewall configuration. 

The Trends

Show Your Work, Not Just Your Confidence: Soon it will no longer be enough to simply say your products or services are “secure,” you need to demonstrate it with specificity and honesty. This means highlighting the good with the bad and providing meaningful detail about your offerings. Companies like Anthropic are leading the way by openly discussing safety concerns with their AI models, while Amazon has been transparent about potentially malicious activity it has detected and mitigated in its network. The market is rewarding this kind of candor because it builds credibility and ultimately trust. Security is a journey, not a destination, so no one expects their security vendor to have a perfect record. They do expect them to quickly and effectively address vulnerabilities. 

Supply Chain Security as a Diplomatic Balancing Act: Supply chain security is already a fundamental area of corporate risk, but it is likely to continue to grow as cybercriminals become more creative and effective in exploiting vendors across corporate supply chains. Because these types of issues have only grown in frequency and impact, the way in which organizations communicate to core stakeholders about them will also need to change in 2026. The line between accountability and “throwing suppliers under the bus” is beginning to grow very blurry and will depend even more on the facts on the ground in the coming year. Moving forward, organizations should approach communications related to these situations with considerable nuances. Letting the facts of the matter drive the narrative rather than reflexive blame-shifting that could backfire with partners and customers alike if pre-packaged approaches are applied. 

The Race to Disclosure Amidst a Sea of Data Extortion Attacks: Bad actors are doubling down on data theft and extortion rather than deploying traditional ransomware. In this environment, companies need to realize they aren’t alone—and many who are targeted actually stand out in a positive way if they choose not to pay and instead disclose the issue before the bad actors. Speed and a degree of transparency can transform a potential reputation crisis into a demonstration of organizational integrity. This trend also extends beyond data extortion attacks. In recent years, many companies received positive feedback for proactively disclosing security issues early when they pose an immediate threat or have immediate impacts on users, even when not legally required to do so. 

Reputation in the Age of Hacking Back: In the geopolitical West, and particularly in the U.S. of late, state-backed offensive cyber action and overall aggressiveness—including “hacking back” and hawkish, nationalistic perspectives—is gaining momentum. Brands operating in this sphere directly or tangentially face complex decisions. Specifically, how do you want to position your organization in this increasingly militarized cyber domain while protecting your reputation? Also, how that decision will need to be framed and communicated in a way that aligns with their existing brand reputation or the trajectory they want their reputation to take. 

It’s Past Time to Stop Saying, “We take security seriously:” Using that phrase increasingly carries with it a subtext that suggests you’re simply cutting and pasting what everyone else says and in fact do not take security “seriously.” Furthermore, for a while it has also underscored a lack of authentic engagement with the issue for press, but increasingly with other important stakeholders, which can undermine trust with your key audiences as opposed to building trust. 

The Bottom Line 

The companies that will thrive in 2026’s cybersecurity landscape won’t necessarily be those that never experience incidents. They’ll be the ones that communicate about them with honesty, speed and strategic clarity. Reputation is no longer built on projecting invulnerability; it’s earned through demonstrating resilience, accountability and respect for those who trust you with their data. 

Your security posture and communication strategy are now inseparable. Make sure they’re both ready. 

Scott Radcliffe width= Scott Radcliffe is FleishmanHillard’s global director of cybersecurity, leading the firm’s Cybersecurity Center of Excellence and advising clients on rising cyber risks. He recently rejoined FH from Apple, where he led cybersecurity communications and previously served as the agency’s senior global data privacy and security expert.

 
Article

Social Media in 2026 Is About Where Your Proof Lives: A POV

January 27, 2026
By Martha Kalman

This Year Promises to Be About How Other Voices Validate It, and What AI Aggregates About You

A few weeks into the year and we’ve unsurprisingly seen tons of 2026 social media trends and predictions; like these from Sprout Social, and this report from Meltwater or these from Forbes.

Did you bookmark them? Have you shared anything with your team? If so, I hate to break it to you, but most of them seem to be missing the bigger picture.

It’s not about algorithm changes, new channel features or the latest platform launch. It’s about something more foundational.

How trust forms have shifted, where decisions are made has changed, and the role of proof inside the social and digital ecosystem has completely inverted. The brands who understand the new rules will thrive. Those who don’t will keep wondering why their social metrics look good while their business results don’t.

My 2026 analysis reveals the high impact shifts your brand must master to outpace the competition and turn social presence into profit.

Over the past few years, the social media landscape didn’t just fracture; it reorganized into three distinct layers, each governed by a different logic. Understanding which layer(s) matter for your business and where proof needs to form is now the central question in social strategy.

Layer One: The Dying Town Square. These are the legacy social platforms: Instagram, X, Facebook, and YouTube’s open feeds. These layers still drive scale, and they’re still where cultural moments bubble up, but noise is overwhelming intimacy. Status is more about exclusivity to access and being somewhere only a few people are allowed to see, not about number of likes.

Yes, this layer still matters for discovery, mainly as a top-of-funnel awareness play, but fair warning: while platform metrics may report activity, your average person is socializing or participating less. On TikTok, for example, the platform saw a 24% decrease in users actively jumping into comment threads, according to Social Insider’s 2026 benchmarks. What they are doing is searching, lurking, reading the comments and watching creators solve problems.

For brands still optimizing the town square in a traditional sense, you’re competing in a layer that’s becoming less relevant every day, with metrics of success (impressions, engagement, followers) that are no longer delivering the value they once did.

Layer Two: The Algorithmic Engine. This is the most unstable layer, but it’s where the eyeballs are. It’s also where most brands are pouring energy they don’t fully understand.

The Algorithmic Engine doesn’t care about your message or your community. It cares about one thing: what keeps each user scrolling the longest. The algorithm predicts what will trigger engagement and hold attention for each person. Then it serves it up, repeatedly. This includes TikTok’s FYP, Instagram Reels, YouTube’s recommendations, Snapchat Spotlight, synthetic creators and AI-fueled parasocial relationships. These are all optimized for engagement loops, not authenticity.

People know this is happening. They stay anyway because the experience is too perfectly calibrated. There’s awareness and acceptance happening simultaneously, but users continue to opt-in seeking a quick hit of dopamine.

What’s emerging here is the blurring of what’s real and what’s not. The algorithm doesn’t distinguish. Increasingly, neither do audiences. The brands winning in this layer are the ones pairing synthetic efficiency + human validators + transparency around provenance.

Layer Three: The Niche Villages. This is where trust, decisions and culture now dwell. Discord servers. Niche podcast comment sections. Subscription newsletters. Group chats. Invite-only, gatekept spaces. This layer has been referred to as “social dark forests“—private sanctuaries where users retreat from the performative, often toxic public internet for more authentic, likeminded and trustworthy interactions.

The 53% of people who say online communities should max out at 200 aren’t looking for less connection. They’re saying they want:

  • Connection that doesn’t perform
  • Spaces where discovery happens through recommendation, not algorithms

These communities create compounding credibility loops through trust that scales because it’s rooted in problem-solving, not reach. Think about it this way: someone asks a question in a Discord server, another answers with specifics; a third adds nuance. Over weeks, this group becomes more trustworthy than any public brand channel because the information is peer-validated.

In this layer, brands must make themselves worthy of integration into the rooms where conviction is arrived at. Broadcast messaging isn’t just unwelcome here; it’s explicitly rejected. Your only option is to show up as useful, contribute genuine expertise and let proof form through validation that emerges from within the community itself.

Where Proof Actually Forms Now

This is where the old model breaks down completely, and it’s the crux of why most brand strategies are no longer working.

Before, proof meant control. If you said something about your brand and showed evidence, you expected people to believe you because you said it with authority, celebrity, or scale. Testimonial videos. Case studies. Thought leadership posts. All brand-developed, brand-selected and brand-distributed.

Most brands are still operating inside this model, waiting for proof to convert into trust and sales.

The hard truth is that proof no longer forms when brands distribute it. For example:

  • In the Dying Town Square, your branded proof competes against millions of other messages vying for attention in the same feeds. It reads as noise. Just another brand claiming another thing.
  • In the Algorithmic Engine, you can drive impressions and engagement metrics, but AI is increasingly discounting brand claims in favor of community discussion and creator commentary. In other words, AI is optimizing for clicks, not credibility.
  • In the Niche Villages, where actual trust lives and decisions form, your branded proof isn’t exactly welcomed. Your only lever is to show up without a sales agenda and let proof form through validation.

Then there’s AI aggregation. A few domains tend to dominate what AI systems pull from when generating answers, and they differ from the domains marketers traditionally view as SEO drivers. In late 2025, Semrush reported that Reddit, LinkedIn and Wikipedia topped the list. So, while it may not be your press release or promotional content that gets cited, the Reddit thread where engineers discuss your product in technical terms? Yeah, it’s probably popping up in AI-generated answers. That YouTube video where creators breakdown how it actually works in real life? Same. And those citations become the proof.

The brands doing it right aren’t just distributing their own proof across the three layers. They’re architecting coordinated conditions where proof emerges independently, gets amplified through creators and communities, and gets aggregated by AI as evidence.

It’s worth nothing that as rapidly as LLMs are advancing, so too are their citation models. Since Semrush published their initial report, ChatGPT has shown a significant reduction in citations to Reddit, for example. We continue to see a rebalancing of citation models and this is why we’re deploying our AI Optix search solution more and more. It allows us to audit, inform and influence how brands show up in LLM responses, so we can keep you out in front.

One. Map where proof needs to form for your category. You need to know which social spaces matter for your industry and brand. Which communities congregate to discuss solutions. Which creators investigate your space with rigor. Which long-form content AI can surface and cite. Which conversations are driving purchase decisions. That’s where proof of formation needs to happen. It’s not where you’re comfortable. It’s where your audience is congregating and deciding.

Two. Build authentic relationships with gatekeepers and stewards. As a longstanding fundamental practice in the communications business, building relationships is now on steroids. Not as a brand account pushing messaging. As a collaborator who belongs to the conversation. Give creators early access to your product and creative freedom. Don’t script them. Answer questions in communities with real expertise, not promotional language. Show up because you have something genuine to contribute, not to generate impressions or citations. This is slow. It requires real interest in space, not just marketing opportunism. But it compounds. Communities notice stewardship. They reference it. They tell their networks.

Three. Create information and experiences that invite investigation and citation. The proof that scales now is proof creators reference, communities discuss, and AI aggregates. Long-form deep dives about your product features and how they benefit different audiences. Raw data that invites analysis. Clear documentation that becomes the reference material creators speak to in their videos. Live moments worth clipping and sharing. Experiences are genuinely worth documenting authentically because they’re interesting, not because they’re designed for social. Content that’s so useful, communities can’t help but reference it.

Four. Ensure your proof is discoverable by AI. If your proof is locked in press releases or behind website walls, AI can’t find it. AI engines pull from social platforms (plus Substack, traditional news sources, public documentation, etc.) into single, source-cited responses. This means your content should span all three layers mentioned and be nuanced for each. When these citations accumulate, your share-of-answer scales. People see your brand referenced as a credible source, and that becomes proof itself.

It’s not just where you’re discoverable; it’s what you’re saying and how machine-readable it is. Content subject matter must consider what people are searching for and how questions are being asked to ensure your brand is providing specific, evidence-rich answers.

Five. Anchor proof in real experience. This is where online and offline converge. Create genuine moments of connection, not designed for recording, but real moments people want to share. Not every brand needs physical activations, but the most legible brands create moments that feel authentic precisely because they’re not designed (primarily) for social content extraction. These moments compound into proof far more powerfully than content created specifically for social distribution. They create memories and real human engagement that can’t be faked or algorithmically optimized.

Understanding the framework is one thing. Seeing it in action is another. Here are two brands executing proof architecture in fundamentally different ways.

A24: Building Legibility Through Cultural Participation. A24 demonstrates how to make a brand legible to Gen Z through self-aware cultural credibility. They make moments that feel culturally intelligent. Ironic, but sincere. And they use a surround sound approach—showing up equally in small corners of social media, with big out of home stunts architected for digital capture and using celebrities and creators as validators—making it seem like they’re everywhere, all at once.

Their Marty Supreme campaign looks like chaos on the surface:18-minute marketing meeting videos, Timothée teaming up with rapper EsDeeKid, jackets reselling for thousands on StockX. But it’s not really about the stunts or viral moments. What A24 did was architect the exact conditions where proof emerges independently across all three layers. The satirical marketing meeting wasn’t trying to convince you the film was good; it was creating something communities could deconstruct and validate themselves. By making Timothée deliberately arrogant and self-aware about it, by embedding product references into underground rap videos, by handing exclusive jackets to unexpected celebrities, A24 forced proof to form through creator participation and cultural legitimacy rather than distributed brand messaging. The audience wasn’t being sold to. They were being invited into the construction of something that felt genuine because it acknowledged its own artifice.

What makes this a masterclass in proof architecture is that none of this lived primarily in the Dying Town Square. The real validation happened in the Niche Villages: Reddit threads and TikTok comment sections where communities were genuinely debating whether Timothée was serious, whether EsDeeKid was real, what the jacket actually meant. That collective uncertainty and investigation became the proof. When AI now aggregates Marty Supreme marketing, it’s not citing A24’s press releases. It’s citing the memes, the creator commentary, the community theories. The brand never had to prove the film was worth seeing. The audience proved it to them.

Ramp: When B2B Stops Preaching and Starts Belonging. Ramp, a finance operations platform, livestreamed Brian Baumgartner filing expenses in a glass box outside their NYC office. The six-hour visual gag was simple: his office slowly filled with paper as he processed claims manually, creating a stark contrast to how the same work looks inside Ramp’s platform. Guests, including David Wallace from The Office, Ramp leadership and other characters. The livestream was structured like a creator stream with segments, surprise bits, and cameos. This format made the content inherently clippable and discussable. Ramp connected the online to offline with OOH ads and appearances on US news and weather shows.

What makes this relevant to how B2B proof legitimately forms is the content spine Ramp builds behind their activations—like the livestream—and ongoing digital marketing. They sponsor business podcasts where decision-makers congregate. They publish a monthly AI Index (derived from their product telemetry) as thought leadership content that spreads on social. They maintain a Ramp Economics Lab Substack newsletter that comments on spending data not as promotional content but as genuine cultural commentary backed by data.

This infrastructure means proof about Ramp isn’t forming through stunt-like moments alone. It’s forming because Ramp shows up consistently in the spaces where finance pros and business decision-makers get their information. This makes the brand someone/thing who belongs in the conversation about how modern finance operations work rather than just another vendor. And that is far more sustainable than any single moment could ever be.

What This Looks Like Across Categories

B2B: Enterprise software companies are running private Slack communities where customers share use cases and questions. They’re seeding product with devs in Discord servers. The community is where the selling happens, not the cold outreach.

Healthcare: Health systems are building private groups for patients managing specific conditions. Peer support + expert answers + real evidence. They’re identifying subreddits where customers are researching solutions and showing up with valuable expertise. They’re creating the infrastructure for support and decision-making.

Consumer: Luxury brands are creating invite-only WhatsApp groups where customers co-create, and limited drops happen. Beauty brands are launching Substacks that people willingly subscribe to. They’re investing in micro-communities where shoppers are already discussing similar products. The brands winning aren’t chasing followers; they’re nurturing community.

Common threads? Stewardship beats stunts. Consistency beats virality. Utility beats reach.

Social fatigue is no longer anecdotal. Data now proves its existence. People are logging off. Users are spending more time scrolling but engaging less. There’s a quiet malaise about a performative social presence.

Yet the reality is most brands are still pushing content to feeds, measuring reach, hoping engagement converts to loyalty. In 2026, the brands who will end up on top are the ones intentionally architecting proof in the right social layers, where creators and communities are validating it, and where AI aggregates it as credible evidence. Put simply, they’re showing up in private spaces not to sell but to steward. That distinction is everything.

Article

Decisiveness Is No Longer the Constraint, Credibility Is: Observations From Davos

January 23, 2026

Davos revealed the communications imperative in volatile times.

Shared concerns surfaced among corporate leaders and policymakers during conversations at this year’s World Economic Forum. What came through was a noticeable gap between the speed of strategic decision-making and stakeholders’ ability to understand and trust the decisions that need to match the rapid cadence of change.

As PR Week UK described, what was usually a week of diplomatic discussion of issues affecting the globe aimed at consensus this year “adopted a more pronounced sense of geopolitical reckoning.” FleishmanHillard Global President and CEO J.J. Carter spoke with PR Week UK about that shift in tone.

“A consistent tension has emerged here across conversations with CEOs, policymakers and corporate affairs chiefs,” Carter said from Davos. “Leaders are under pressure to act decisively in an environment defined by volatility, but stakeholder tolerance for poorly explained change is wearing thin. Strategies are evolving much faster than understanding, and that gap creates a real drag on execution.”

J.J. Carter
Carter participated in the ‘License to Lead: Reclaiming the Art of Storytelling’ panel from Davos.

Carter noted that even in this challenging environment, a new way of approaching communications created a great opportunity to impact business. “What stood out this week is how central corporate affairs has become to leadership itself. The strongest organisations are not treating communications as a polishing exercise, but rather as an accelerant to business transformation.”

Carter continued that discussion with PR Week’s Steve Barrett, reflecting on how “decisiveness is no longer the constraint, credibility is.”

“With trade conflicts and wars thundering on, there is a palpable sense of urgency this year,” Carter told Barrett. “But also a refreshing openness to the idea that business and government are not destined for a zero-sum future. Big problems demand big tents. Even as political and trade winds tilt toward nationalism, there remains broad acknowledgment that industry and government must function together if society is to move forward.”

“Leaders know they need to move faster, pivot more often, and make bolder bets,” he added. “What’s holding many organizations back isn’t strategy — it’s whether the audiences that matter most understand the context for change, trust the rationale behind it, and know what to do next.” Read more of Barrett’s conversations with communications leaders in Davos.

The conversations follow the release of FleishmanHillard’s proprietary ‘License to Lead’ survey of 5,500 global leaders and stakeholders that paved the way for a playbook for leaders in a volatile era. Executive and communications teams from across global industries and markets showed through their responses that the central challenge facing organizations is often not determining the right strategy, but securing the permission to communicate effectively when bold or evolving strategies test the limits of stakeholder confidence. Dive into ‘License to Lead’ below.

Click above to download our Leadership Playbook ‘License To Lead’