Overview

The new administration is moving quickly to appoint new leaders and policies across the public and private sector. The pace has been extraordinary, with President Trump signing more than 70 executive orders impacting broad swaths of public health, scientific research and healthcare delivery. And the recent confirmation of Robert F. Kennedy Jr. (RFK Jr.) as Secretary of Health and Human Services (HHS) has already ushered in the formation of the Make America Healthy Again (MAHA) Commission to combat the many challenges associated with chronic disease.

These developments bring many challenges, opportunities and implications for health and life sciences organizations, as well as for other industry sectors that support and rely on a strong public health foundation for their workforce and operating environments. A global and multisector lens is essential, as the ripple effects of public health policies and industry shifts extend beyond healthcare, impacting sectors such as technology, finance, manufacturing and beyond, all of which must navigate these changes to maintain operational resilience and sustainability.

The Current Landscape: Rapid Change on All Fronts

Following the November 2024 election, President Trump announced his healthcare cabinet selections, including RFK Jr., who has now been sworn in as HHS Secretary. On “Day One” of his second term, the president began issuing numerous executive actions, including many that directly impact health and science. While much remains to be seen, there are early indications of potential themes and priorities.

RFK Jr. has been critical of current U.S. healthcare policy, as well as pharmaceutical and food industries, and there is a high likelihood he may call for sweeping changes from infectious disease research to pharmaceutical marketing practices. A long-time critic of vaccinations, RFK Jr. has called for a review of all vaccination policies, including mandatory vaccinations for children. While Secretary Kennedy has vowed to support vaccines and not interfere with their availability, in his confirmation hearings he declined to walk back his claims that vaccines cause autism.

Secretary Kennedy has also stated that he wants to review advisory committee membership, which could include grantmaking NIH panels, CDC vaccine advisory committees, and panels for FDA, where many members have relationships with the pharmaceutical industry through past research efforts. Following Secretary Kennedy’s swearing-in, a meeting of key experts advising the CDC on immunization practices was postponed, with no new date set. This has raised global concerns about the intent behind the delay.

Additional health cabinet nominees who, once confirmed, will reshape U.S. health policy, include:

Dr. Mehmet Oz, Centers for Medicare and Medicaid Services. A well-known TV host and lifestyle influencer, Oz has expressed support for Medicare Advantage, stating that he aims to expand the program, though he also has cited concerns about waste, fraud and abuse in the system. As the public sector payor in the United States, CMS coverage for programs like Medicare, Medicaid, the Affordable Care Act and CHIP plays a crucial role in shaping healthcare access, while collaborating with private sector payors to establish policies and reimbursement structures and this tone will impact international engagement and perception.

Dr. Marty Makary, Food and Drug Administration. A trained surgeon and cancer specialist currently practicing at Johns Hopkins Medicine, Makary is closely aligned with RFK Jr. on several topics. He has decried the overprescribing of drugs, the use of pesticides on foods and the influence of pharmaceutical and insurance companies over doctors and government regulators. He held contrarian views during the COVID-19 pandemic, criticizing vaccine policies and what he believed to be government misinformation. Under Kennedy, he has said he will work to “properly evaluate harmful chemicals poisoning our nation’s food supply and drugs and biologics.” The impact of the FDA on global healthcare is significant, as its regulatory standards for food, drugs and medical devices often set a benchmark for other countries, influencing international safety protocols, shaping pharmaceutical markets and driving innovation in medical treatments and technologies worldwide.

Dr. Dave Weldon, Centers for Disease Control and Prevention. An internal medicine doctor and former representative of a central Florida congressional district, Weldon is a long-time vaccine skeptic, was a founding member of the Congressional Autism Caucus, and has been an outspoken critic of CDC and its vaccine program. In the past, he has proposed that vaccine safety responsibility move to an independent agency within HHS, which would mean removing that task from the purview of the CDC. The CDC plays a critical role globally by not only leading efforts in vaccine development and distribution but also by providing expertise in disease prevention, health surveillance and emergency response to health threats worldwide. Through collaboration with international health organizations, the CDC helps to strengthen public health systems, address global health disparities and respond to emerging infectious diseases.

Dr. Jay Bhattacharya, National Institutes of Health. A Professor of Medicine and health economist at Stanford University, Bhattacharya was one of three authors of the Great Barrington Declaration, an October 2020 letter that argued against lockdowns and promoted “herd immunity” to address the COVID-19 pandemic. Upon confirmation, Bhattacharya says he would “support reforming the U.S. public health and scientific institutions to ensure that they work for the American people.” The NIH plays a significant global role by funding over $40 billion in research annually, contributing to advancements in the understanding and treatment of diseases such as cancer, HIV/AIDS and infectious diseases, with global health implications. However, recent cuts to indirect research costs, including reductions in facilities and administrative rates, have impacted how research institutions manage their budgets, potentially affecting the scale and scope of over 1,000 global health research projects that the NIH supports to address challenges like infectious diseases, non-communicable diseases and emerging health threats. Top universities and research associations are foreshadowing that research cuts may threaten U.S. leadership in biomedical innovation. And some colleges and universities are pausing or reducing admissions to graduate programs amid uncertainty in federal funding.

Dr. Janette Nesheiwat, U.S. Surgeon General. A medical director for a New York City urgent care provider, Nesheiwat is said to envision her new role as leveraging her clinical practice to address public health challenges, including mental health, access to care and disease prevention. Throughout her career, Nesheiwat has been a strong advocate for vaccines and has been vocal about the detrimental effect of social media on the mental health of children. Historically, The U.S. Surgeon General plays an influential role globally by providing expert guidance on public health issues and advocating for health promotion, disease prevention and health equity. Through international collaborations with organizations like the World Health Organization (WHO) and the United Nations, the Surgeon General helps shape global health policies, supports efforts to address health crises and promotes best practices in areas such as tobacco control, mental health and epidemic response.

The newly established Make America Healthy Again (MAHA) Commission is an initiative formed in response to what is deemed America’s “chronic disease crisis” with rates among adults and children superseding those of comparable countries and total costs exceeding $3.7 trillion. With diabetes, obesity, mental health disorders and other chronic conditions as the focus, the administration seeks to enact federal policy that ensures federal research transparency; prioritizes research to understand why Americans are getting sicker; guarantees healthy and affordable food; and expands treatment and grows insurance benefits for lifestyle changes and prevention.

The initial mission of the Commission is to advise the President on how best to address childhood chronic disease, including studying contributing causes and providing the President with recommendations on policy and strategy to end it. Led by the HHS Secretary, the Commission also includes leaders from the U.S. Food and Drug Administration, Centers for Disease Control and Prevention, National Institutes of Health and other members of the administration, though notably does not include the Centers for Medicare and Medicaid Services.

Despite widespread agreement that chronic disease must remain a national priority, the MAHA platform is not without critics. With the pharmaceutical industry in the crosshairs, some experts across various sectors believe that the language used in MAHA orders not only vilifies medication and implies that overmedicating has become the norm but also undercuts the expertise of healthcare practitioners and professionals in other fields charged with making the best decisions for their respective industries. Others argue that the initiative may reinforce distrust in medicine and its role in disease management, with potential ripple effects across global sectors that rely on public health systems. Additionally, the executive order does not address known chronic disease factors such as patterns of racial and ethnic bias, socioeconomic status, and other social determinants of health, which have wide-ranging implications both within the U.S. and internationally.

Numerous executive orders, policy changes and actions are intended to impact the healthcare system and may have intended, as well as unintended, consequences on health outcomes. These include the U.S. exit from the WHO, the reversal of Biden drug pricing policies, downstream effects of regulatory freezes, NIH funding cuts and extensive federal health workforce reductions. And more actions are expected.

Strategic Communications Considerations

As organizations aim to stay abreast of rapid changes and understand what they may mean, ensuring a thoughtful, strategic approach to communications and stakeholder engagement can provide a steadying force in what can feel like an uncertain and chaotic environment. Where there is common ground or interests align (e.g., chronic disease), there also may be opportunities for healthcare organizations to educate, engage and inform with subject matter expertise and perspectives.

Communications teams should collaborate with corporate and public affairs, government and investor relations, and other key functions to assess the organization’s unique principles and policies, priority stakeholder mix, opportunities, vulnerabilities and levels of risk tolerance. Legal counsel can help assess how executive or agency actions may apply to an organization, the likelihood of successful legal challenges and whether proposed responses are likely to comply with the order or other contractual, state or local legal considerations.

Know thyself. In times of volatility, it may be tempting to follow the crowd or react quickly, but authenticity is key. Sometimes, choosing to take no action can be a thoughtful and intentional response, especially when it aligns with an organization’s mission, values and commitment to transparency. Likewise, when the business risks of speaking out are outweighed by the risks of silence, taking a stand can be the right choice. Internal and external stakeholders—including employees, healthcare professionals, patients, community organizations, business partners, investors and policymakers—will evaluate an organization based on its consistent approach and integrity, regardless of whether it acts or waits. Staying true to your principles fosters trust, cultivates credibility and strengthens long-term relationships.

Engage thoughtfully. Because health is inherently personal (and therefore emotional), the desire or pressure to respond to perceived threats posed by administration policies may be heightened. Aim to be grounded in facts and information, as best as they are available. Organizations should establish clear communications processes that weigh the risks and benefits of public statements, assess potential stakeholder reactions and prepare both proactive and reactive messaging (and Q&As) with clear-eyed rationale and substantiation.

Organizations must consider when they are the right one to take the lead vs. joining forces with other voices, such as community groups, partners, industry or trade associations.

Monitor for misinformation. The spread of misinformation and disinformation remains a significant challenge for those striving to advance sensible healthcare policy. Healthcare organizations must be more vigilant than ever in combatting these efforts and promoting sound science. Combating misinformation and disinformation in the current context requires new methods—one can’t necessarily fight it with facts alone. It’s about understanding the emotional and psychological drivers behind misinformation and engaging with stakeholders in a way that builds trust and offers clarity. By addressing inaccuracies thoughtfully and authentically, organizations can maintain their credibility, reinforce their values and uphold their commitment to transparency and public trust.

Evaluate crisis plans. The healthcare industry is likely to face increased scrutiny from the administration, policymakers and various stakeholders on critical issues ranging from conflicts of interest in research and marketing practices to DEI, addressing health disparities and supporting LGBTQ+ populations. Organizations must proactively assess and strengthen their crisis communications plans to ensure they are prepared for potential challenges in this evolving landscape. This involves identifying areas of vulnerability—whether in governance, policy adherence, public perception or employee sentiment—and building strategic, adaptive responses. Additionally, the global implications of new policy initiatives must be proactively considered in any crisis or vulnerability risk assessment. As healthcare policies evolve internationally, their ripple effects may create unforeseen risks that organizations need to be prepared for, especially when it comes to cross-border operations or international partnerships. By staying ahead of these issues and aligning their actions with core values, companies can demonstrate leadership, protect their reputation and effectively navigate any emerging concerns. It’s important to leverage expert counsel to craft tailored strategies that ensure your organization can respond decisively and authentically when faced with challenges.

Stay nimble. Administration pronouncements and policies may be challenged, changed or rescinded. Craft communications strategies that are mindful of the rapidly changing environment. Messaging should acknowledge that situations may evolve and that the organization will continue to monitor and evaluate developments as they arise.

What Next? An Era of Uncertainty

There is still a great deal of uncertainty as to the impact of administration decisions and policy on science and healthcare, and many developments will unfold over the next few months, including confirmation hearings and legal rulings, that will lend greater clarity. As the Trump administration’s MAHA agenda and other health policies move forward, additional actions may impact programs and priorities across the federal landscape, including FDA, CMS, NIH and CDC, with follow-on effects for industry, providers, patients, payers, researchers and the public at large.

Organizations across all sectors should continue to monitor developments, industry responses and corresponding stakeholder sentiment and reactions to continually reassess and update communications strategies as situations warrant. As critical counselors to C-suite executives, communications professionals will need to assimilate new processes and protocols to provide real-time updates and counsel, in collaboration with cross-functional partners, to advise on messaging considerations as new information emerges and situations develop. In particular, communications strategies should account for the global implications of U.S. policy actions, especially as international stakeholders may have a significant interest in these policies. It is essential to proactively assess how U.S. policy shifts may affect global markets, partnerships and regulatory environments, and to adjust messaging accordingly. This includes preparing for the potential impact of U.S. healthcare policies on international operations, while clearly articulating the organization’s position in a way that resonates with both domestic and global audiences. Moreover, these global considerations extend beyond the health and life sciences sector; industries such as technology, finance and manufacturing must also evaluate how U.S. policy actions may influence global trade, supply chains and international regulatory frameworks. By staying agile and responsive, organizations can maintain credibility and ensure that their messaging remains aligned with both domestic values and global realities.

From tech trend to essential tool—AI is reshaping industries and the entire communications landscape. 

Last February, we published research analyzing how three technologies—AI, the Metaverse and NFTs—took different paths in public conversation. In their early months, all three rocketed out of the gate… but only AI had staying power. 

One year later, our team re-ran the numbers and guess what? The AI hype train didn’t just keep going—it firewalled the throttle. Just look above at what happened to the right of the dashed line, which was the graph one year ago! 

The latest data on Google Search trends shows AI interest has completely eclipsed other major tech buzzwords and the gap has only widened.  

Why? Because AI isn’t just hype—it’s transforming industries in real-time. Unlike NFTs, which had their speculative boom-and-bust, or the Metaverse, which still struggles to find its mainstream purpose, AI is delivering tangible, world-changing results that transcend not only industry but the gap between B2B and B2C communications.  

Consider:  

GenAI: Tools like ChatGPT, Midjourney and Claude are reinventing content creation—from writing to art to code. 

Enterprise Adoption: Businesses are integrating AI to automate workflows, boost productivity and make better decisions. 

AI in Daily Life: From customer service chatbots to AI-powered search, AI is fast on its way to becoming an everyday utility, not just a novelty. 

The real question now isn’t whether AI interest will level off before the next time we run the numbers (because it won’t). It’s how much bigger can it get? 

What This Means for Communicators 

We can’t help but apply this AI momentum to the thing we do – help brands and organizations communicate, so here are a few trends we’re following closer to home: 

Transforming Storytelling: AI is enabling hyper-personalized content (both in creation and delivery) and data-driven messaging, allowing brands to connect with audiences in more meaningful ways. 

Shaping Media Strategies: AI-powered analytics are refining how communicators measure impact, predict trends and optimize outreach efforts. 

Enhancing Crisis Communications: With real-time monitoring and sentiment analysis, AI helps communicators anticipate and manage brand reputation more effectively. 

Redefining Audience Engagement: From AI-generated content to chatbots handling real-time interactions, AI is changing how brands interact with stakeholders. 

For communication professionals navigating this AI-driven landscape, the data presents a clear directive: AI is no longer optional—it is essential. Here are three ways that communicators can stay ahead: 

Integrate AI Tools: Leverage AI-driven analytics, sentiment analysis and automation to enhance strategy and execution. 

Experiment with AI-Generated Content: Test AI-driven copywriting, video generation and personalization to refine messaging and engagement. 

Invent, then invent again: AI’s evolution is rapid. Communicators must remain agile, continuously learning and experimenting with new capabilities. 

While other tech fads come and go, AI will continue to reshape how brands tell their stories, connect with audiences and measure success. 

AI isn’t just a tool for efficiency—it’s a strategic imperative. Communicators who embrace AI today will be the ones shaping the conversations of tomorrow. 

(Rita Herbstman and Maddie Blanz from our TRUE Global Intelligence practice contributed to this article, as did designer Josh Kirk.) 

In the early 2020s, business leaders everywhere debated whether in-person events would ever fully recover post-pandemic as marketers questioned their return on investment in an increasingly digital world – but love them or hate them, industry trade shows have made a resounding resurgence. It’s still big business as brands continue to show up in droves and lucrative deals are initiated on the trade show floor.

As we look ahead to one of the technology sector’s biggest meeting of minds in Barcelona on 3^rd-6^th March, MWC 2025 promises an action-packed agenda spanning social policy, business leadership and digital innovation, exploring how the following technologies will drive global change and influence the future of multiple industries:

Artificial intelligence (AI) and the rise of automation

Tech giants will continue to herald how increasingly sophisticated agentic AI will enable systems to operate autonomously and make decisions based on real-time data to accelerate innovation and adoption of new business models, while regulators grapple with the associated ethical implications and how to ensure the responsible deployment of AI across various sectors, including finance, healthcare and the public sector.

Advanced 5G and the path to 6G

The world is waiting to see how the next evolutionary step in 5G technology will bring new capabilities and unlock more advanced use cases for verticals – expect to hear from industry leaders about how enhanced connectivity and the commercial integration of the Internet of Things (IoT) will continue to drive real change in healthcare, smart cities, automotive and beyond as the industry looks ahead to the roll-out of 6G by 2030.

Cybersecurity challenges

As networks become more complex and interconnected, the demand for robust cybersecurity measures will grow to protect sensitive data and maintain user trust. Businesses will need to comply with increasing data protection regulations across jurisdictions, and the rise of quantum computing will prompt questions about its potential to break encryption algorithms, raising fresh concerns about data security and the future of cybersecurity.

Spotlight on sustainability

The energy consumption associated with increased use of generative AI, cloud computing and cryptocurrency mining means technology leaders will be seeking ways to reduce their carbon footprint through energy-efficient data centres and renewable energy sources. In addition, hardware businesses will reveal new strategies for managing electronic waste and promoting recycling will become more pressing.

What is abundantly clear is that the impact of new and evolving technologies continues to make a huge impact across multiple industries. The intersection of technology and other sectors will present interesting growth opportunities for international businesses in an otherwise complex and increasingly fragmented global economic climate, so we can expect more exciting news and game-changing innovations to come from global technology leaders at MWC again this year.

The FleishmanHillard team will be on the ground in Barcelona, advising and supporting several global clients on their communications strategies in real-time as developments evolve on site at MWC. If you’d like to discuss your brand’s communication needs with our technology sector experts, please reach out to MWC@fleishman.com and we’d be delighted to connect.

The return of Donald Trump to the White House brings a familiar unpredictability to the business landscape. Companies now find themselves navigating a high-stakes game where the rules are constantly shifting, policy moves are often advanced through bravado rather than traditional processes, and the cost of making the wrong bet can be severe. For business leaders and communications professionals alike, the best play may be to treat this new reality like a poker table — because that’s exactly what it is. And in poker, the winners aren’t necessarily the boldest or loudest; they’re the savviest.

Understanding Your Hand and The Players

Before making any moves, business leaders must assess not only their own positions but also the motivations and strategies of others at the table — from policymakers and competitors to investors and consumers. President Trump’s second term will be shaped by a complex mix of political alliances, economic pressures and global uncertainties. Some industries will see tailwinds from deregulation and tax incentives, while others may face headwinds from tariffs or policy shifts. At the same time, businesses must anticipate how key stakeholders — including customers, employees and trade associations — will react to shifting policies and corporate decisions. The companies that succeed won’t be the ones making the loudest moves but the ones that can anticipate how the game is unfolding, adjust their strategies accordingly and find opportunities amid the chaos.

Know Your own Risk Tolerance

Every player at the table needs to understand their own limits before placing bets. In the business world, that means having a clear-eyed assessment of your company’s ability to weather potential tariffs, regulatory and legal changes, or supply chain disruptions. For communicators, that means understanding your increasingly fragmented and polarized audiences, what’s fueling sentiment and the impact of policy changes on your business and corporate reputation. The Trump Administration’s economic policies — especially regarding trade, taxation and deregulation — are likely to be aggressive and significantly different from the Biden Administration and even the first Trump Administration. Some companies can afford to take big risks and make grand pronouncements in anticipation of favorable policies; others, such as those in heavily regulated industries or those more reliant on trade policies, need to play a more cautious hand. Knowing where you fall on that risk-tolerance spectrum can be the difference between measured strategy and reckless gambling.

Watch for the Tell

Unlike more traditional politicians, President Trump usually signals exactly what he wants – albeit in a sometimes cryptic manner. His statements usually reveal his real objectives. Whether it’s pushing for lower corporate taxes, aggressive tariffs or a crackdown on immigration, businesses need to decipher his words carefully. The pattern of his past behavior suggests that his initial declarations, while dramatic, eventually crystallize into something more actionable. If leaders learn to recognize the signals and lean on insiders who are closer to the source for advice and counsel, they can better anticipate his moves and adjust accordingly.

Don’t Fall for the Bluff

President Trump is, if nothing else, a master of the bluff. His dramatic rhetoric, sudden policy shifts and social media-fueled proclamations can shake markets and influence everything from corporate decision-making to geopolitics. But in poker, the best players don’t react emotionally to a bluff; they calculate whether it’s real or just posturing – and they know whose hand the odds favor at each point in the game. Business leaders need to do the same. The key is not to overreact to every headline or post, but instead to determine, informed by experience and an understanding of the implementation process, which policies will truly materialize, and which are more likely mere leverage plays. And recognize which corporate positions and public statements will advance an organization’s mission rather than simply joining the tumult.

Folding Early is Not a Crime

There’s wisdom in knowing when to walk away from a bad hand. Some businesses will find that the new administration’s policies create insurmountable challenges for certain strategies or markets. Likewise, smart communicators will sense an unwinnable argument and favor discretion over valor. Exiting a venture, shifting resources, refining commitments, staying quiet or even rethinking market positions isn’t a sign of weakness – it’s strategic survival. Knowing when to fold can prevent unnecessary losses and keep companies in the game for the next hand.

Don’t Go All In Without Reading the Table

One of the biggest mistakes in poker — and business — is making a flashy move without understanding the other players. Worse yet, not recognizing that the rules have suddenly changed. President Trump’s second term will bring a complex mix of political, cultural and economic forces, a volatile global landscape, and the unpredictable actions of corporate competitors. Smart businesses will adapt to this playing style and its fluid rules. They will resist the urge to go all in too soon on long-term plans or grand pronouncements that are hard to walk away from. Instead, they will wait for a clearer picture before making major strategic shifts. Business leaders may not be able to predict the president’s exact hand, but they can closely watch all the players, determine a range of possible plays — including the use of alliances and responses by industry associations — and plan accordingly.

Winning the Long Game

The ultimate measure of success in the game is not winning every single hand but accumulating the most chips over time and achieving one’s objective in the contest. The next four years will require corporate leaders and communicators to think like seasoned players: keep the big picture and big goals in mind, know when to bet, when to hold, when to fold and, most importantly, when to call the bluff. Those who master this approach won’t just survive President Trump’s second term; they can come out ahead.