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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’

Article

CES 2026 Shows Why Discipline Is Becoming a Competitive Advantage in Tech 

January 16, 2026
By Josh McConnell

This year felt less like a science fair and more like a shipping roadmap, revealing an industry increasingly focused on discipline, practicality, and trust. 

CES has long been a Rorschach test for the technology industry. In some years, it’s a stage for ambitious moonshots and far-off visions of the future. In others, it’s a noisy inventory of incremental upgrades. This year felt like something else entirely. 

Despite once again being held in Las Vegas, CES 2026 reflected an industry recalibrating. One that’s less interested in spectacle for spectacle’s sake and more focused on what’s viable, valuable, and ready to meet people where they are right now. 

Across the show floor, the strongest signals weren’t about what might exist someday, but what companies are confident enough to ship soon, support responsibly, and stand behind long term. 

Here are the themes that stood out most after walking the show floor. 

1. CES felt unusually short-term, and that’s not a bad thing. 

For years, CES has been a playground for moonshots and “maybe someday” concepts. This year felt different. A lot of what was on the floor looked like things you’ll actually be able to buy in the next 6–18 months. Lawn mowers, monitors, keyboards, smart lighting, pool cleaners, wearables, bird feeders, speakers — they’re all practical items solving real problems. It felt less risky and more grounded. Companies seemed focused on shipping rather than speculating. 

2. AI is now the default setting, even when it doesn’t belong. 

AI was everywhere. Sometimes meaningfully, sometimes gratuitous. In health and med tech, it often made sense, with AI used to support decision-making, reduce friction, or help people navigate complexity. Elsewhere, it felt like AI had replaced Bluetooth or Wi-Fi as the checkbox feature that needs to be in everything. One company’s booth tagline was simply, “AI in everything we build.” 

But some products and services were simply built on top of LLMs the companies don’t actually own or control, like ChatGPT or Claude. When your entire business depends on access to someone else’s foundation model, it’s hard to see a long-term future. There were also moments — music creation tools especially — where AI crossed into creative territory, raising questions about authorship, art, and intrusion rather than augmentation. 

3. Health, med tech, and life sciences felt like the right focus for this moment. 

Given where AI and hardware actually are today, health tech just made sense at CES this year. Wearables, exoskeletons, mental health tools, or brain interfaces were all practical applications addressing real needs on the show floor. It felt less speculative and more responsible. 

Pet tech followed a similar logic. Products like smart bird feeders and AI-powered cameras were emotionally resonant, clearly useful, and easier to justify than some broader “smart everything” narratives. 

4. Chinese manufacturing is astonishing but software is the bottleneck. 

The speed and quality coming out of Chinese manufacturers were impossible to ignore. Beautifully designed and well-built hardware could be seen everywhere, with many often based on ideas conceived just 6–12 months ago. That level of speed and execution is incredibly difficult to replicate in North America right now. 

But the gap showed up quickly in software. Robots that looked like they belonged in a Boston Dynamics demo would freeze, fall over, or fail basic tasks. The hardware is ready but the software often isn’t there yet, and that’s becoming the new race for many of these companies. The result is a growing gap between what hardware can promise and what software can reliably deliver. 

5. Purpose-built tech quietly won the show. 

Amid all the noise, the products people kept talking about after they got home were the ones that did one thing well. Devices with a clear reason to exist. Phones with keyboards designed for communication. Digital clocks designed to be clocks with an artistic flair. Dartboards designed to help you play better.  LEGO’s smart bricks. TVs and monitors with focused new capabilities. Smart lights that don’t try to be platforms.  

There was a noticeable skepticism toward bloated, do-everything tech and genuine enthusiasm for tools that respected attention and intent. That signal showed up again and again, including in mainstream CES coverage. 

Final Thoughts

At CES this year, restraint wasn’t a limitation. It was the differentiator. 

CES 2026 suggested a tech industry in the middle of a quiet self-correction. Less chasing hype and over-promising. More focus on usefulness, credibility, and follow-through in the near term. 

What stood out wasn’t who had the boldest vision of the future, but who showed discipline in how technology showed up in people’s lives. The products that resonated most didn’t try to do everything. They did one thing clearly, reliably, and with an obvious reason to exist. 

For brands, that’s the signal worth paying attention to. Audiences are no longer impressed by intelligence for intelligence’s sake. They’re looking for clarity, accountability, and proof that technology is being applied with purpose. 

Josh McConnell  Josh McConnell is a VP of Technology based in New York where he helps companies navigate complex narratives at the intersection of innovation, reputation and culture. He brings over 15 years of experience across journalism and corporate comms, with leadership roles at Uber and Xero. As a journalist, he regularly interviewed tech leaders including Tim Cook, Satya Nadella and Jack Dorsey.

 
Article

License To Lead: A Corporate Leadership Global Study

January 7, 2026

In an era of unprecedented disruption, executives face a paradox: while they understand the strategic direction their organizations need to pursue, they often lack the stakeholder capital required to execute bold change. This is the central insight of a new global study on corporate leadership, and it helps explain why so many well-conceived strategies stall before gaining traction.

The research identifies what top-performing companies are doing differently. They possess what we call a License to Lead, the stakeholder confidence that allows them to innovate and adapt without losing legitimacy or reputation.

Disruption is no longer an excuse for poor performance. It is simply the operating environment. The organizations that will thrive are those that treat corporate affairs not as a discrete function, but as an integrated leadership operating system—one that continuously converts complexity into clarity and builds the reputational capital needed to sustain confidence through inevitable change.

FleishmanHillard has developed a comprehensive playbook based on these global responses to help leaders navigate this new reality. Organizations looking to close the gap between narrative and operations can access the full License to Lead report below:

Click above to download ‘License To Lead’
Article

Sustaining AI Adoption on Your Team: Moving from Launch to Long-Haul Momentum 

December 19, 2025
By Zack Kavanaugh

Your organization launched the tools. Ran the trainings. Clarified the policies. Maybe even branded your AI initiative to rally employees and excite stakeholders.  

Now what? 

Three Brutal Truths About AI Adoption 

  1. For many organizations, AI remains more of a talking point than a true driver of change in daily work, employee experience or customer service. 
  1. With a thoughtful, risk-aware approach, adoption may not be straightforward or fast
  1. Employees will always be at different stages – some experimenting, some integrating AI into workflows, some skeptical or uncertain, and many shifting between these states as priorities and information evolve. 

Your Role as a Leader 

That’s where leaders – C-suite members, team leads and managers alike – come in. With AI adoption – a business transformation that carries emotional baggage, operational challenges and even existential questions – leaders have a responsibility to guide their people through the hype and toward something practical that drives business value. 

What You Should Get from This Article 

This piece closes out our 2025 series on AI adoption. The first article mapped out readiness across culture, leadership, knowledge and infrastructure. The second examined why adoption stalls, unpacking hesitations at the enterprise, team and individual levels. The third highlighted risks when communication and leadership lag behind technology. 

Those pieces focused on the big picture and the organizational must-haves. This one assumes those foundations are in place. It gets more tactical – outlining what leaders can do with their teams to move from launch to long-haul momentum. 

Ultimately, sustaining adoption comes down to three things: reinforcement, relevance and reflection. 

1. Reinforcement: Make AI Part of Everyday Routines 

After rollout, leaders must embed AI into daily routines, not treat it as a one-off initiative.  

Practical ways leaders can reinforce AI: 

  • Build in five minutes during team meetings for questions, concerns and hesitations related to AI use. Consider launching a dedicated channel, email thread or chat on your company’s collaboration platform so team members can share resources and ideas in real time. Funnel what you hear to the cross-functional team responsible for driving adoption. 
  • Identify and empower an AI champion – ideally, someone curious, willing to advocate and experiment, and who is influential on the team. Position this role as a professional development opportunity.  
  • Integrate AI into performance conversations and onboarding so it’s part of every team member’s role, not an optional add-on. Encourage people to rethink their work – and how that work gets done – in ways that push your team’s objectives forward. 

If reinforcement isn’t visible in everyday conversations, adoption will stall. Leaders should pay attention to whether AI is being treated as optional – and redirect if it’s not yet treated as an expectation. 

2. Relevance: Tie AI Directly to the Work People Do 

Adoption won’t stick if AI feels abstract or disconnected. It has to feel useful in the context of actual work. 

Practical ways leaders can make AI relevant: 

  • Share your own AI examples regularly – where it saved time, where it added value and, equally importantly, where it didn’t and why. Use existing channels – chat, email, 1:1s with direct reports and team meetings – to socialize your learnings. 
  • Engage the team in solving challenges and capitalizing on opportunities together. For example, run bi-weekly brainstorming sessions where team members bring problems and explore whether AI can help address them. 
  • Recognize small wins so adoption feels attainable – and do the same with failures so the team can learn from what didn’t work. Spotlight and reward team members who solve customer challenges, improve processes or identify new use cases. 

Relevance ensures employees see AI as a tool for them – not just for the company. Leaders should surface challenges, encourage collaboration and keep examples concrete and tied to team goals. 

3. Reflection: Measure What Actually Matters 

Tracking logins shows activity – but not necessarily maturity. Leaders need to move beyond superficial usage metrics and measure whether adoption is building confidence, capability and alignment with business objectives. 

Practical ways leaders can reflect on adoption: 

  • Run short (potentially anonymous) monthly pulse surveys with two or three questions that gauge clarity of your company’s AI strategy, how it connects to employees’ work, and confidence in using the tools to solve business problems. Include at least one open-ended question for crowd-sourced ideas and opportunities. 
  • Work with your AI champion to surface issues employees may hesitate to raise directly with you. Encourage them to set weekly office hours or meet 1:1 with team members to collect insights, and report back to you. 
  • Check often whether AI efforts are aligned with team objectives. If your priority is expanding your customer base, do you have the use cases to support it – or are you drifting into experimentation that doesn’t advance your goals? Consider setting time with your AI champion each month to reflect on whether you’re driving the value you set out to. 

Reflection helps separate meaningful progress from surface activity. Pairing usage data with comprehension metrics gives leaders a sharper view of where adoption stands and where support is most needed. 

The Final Test: Is Your Team Living It? 

At the start of this series, we asked what readiness looked like at the organizational level. Now the question is more immediate: Is your team living it? 

Use this scorecard to check your progress: 

This isn’t a one-time exercise. Revisit it monthly – and at a minimum, quarterly. Consider having your AI champion fill it out too, to guard against blind spots.

The Bottom Line

The biggest challenge of AI transformation in 2026 isn’t speed – it’s staying power. The organizations and teams that succeed will be the ones that take the actions above now and treat adoption as an ongoing process, not a one-time push.

Article

Accelerating Action: Why Canada’s Agriculture Industry is Done with “Someday”

December 17, 2025
By Brooklyn Lutz and Amanda Patterson

Last week in Calgary, the Canadian agriculture industry held their annual gathering, Grow Canada 2025, and the energy was unmistakably different. This wasn’t a room rehashing familiar challenges; it was growers, agtech innovators, equipment manufacturers, policy makers, and industry leaders ready to move from aspiration to action.

The two-day event featured keynotes on navigating AI, sessions on trade policy and tariff strategy, and panels on innovation and resilience. A standout moment came from Dr. Jody Carrington’s closing keynote on “Building Resilience in the Age of Burnout,” underscoring why acknowledging stress and uncertainty isn’t weakness; it’s the reset button the industry needs.

One clear message emerged: agriculture is tired of being a supporting actor in Canada’s economic story.

Key Takeaways

Action Over Aspiration. The industry is done with reports and “let’s explore this further” conversations. Combined, Canadian agriculture and agrifood generate more GDP than automotive and steel, yet those sectors dominate policy conversations because they’re unapologetic about their value. Agriculture has earned the same confidence and must act on it.

Trade Diversification is Urgent. The U.S.-Mexico-Canada trade agreement faces mandatory review by July, with potential changes sooner. Tariffs and price pressures will persist. The geopolitical landscape demands strategic market expansion beyond traditional trading relationships. This isn’t a temporary crisis; it’s the new operating environment.

Data Wins. The current Canadian government responds to one thing: solid stats backed by rigorous analysis. When agriculture speaks with one unified voice, armed with compelling data on economic contribution and job creation, doors open. Numbers move the needle; frustration doesn’t.

Connection Over Screens. AI dominated conference discussions for good reason. But here’s what stood out: in an increasingly digital world, human connection is the most powerful competitive advantage. Relationships move Canadian agriculture; tech supports it. Brands and teams that marry AI innovation with intentional relationship-building will lead.

Innovation Needs to Fail Better, Faster. The stigma around failed experiments is choking innovation. The industry must normalize discussing what didn’t work and why, so learnings accelerate the next iteration. When teams feel safe to experiment without fear, breakthrough innovations emerge faster.

What This Means for Brands

These themes signal a market inflection point. Companies should adjust advocacy strategies to align with data and policy priorities. Generic messaging won’t cut it. Specific, quantifiable value propositions tied to trade, investment, or resilience will.

As AI reshapes the industry, lean into authentic connection. Prioritize demos over dashboards, peer validation over features lists, and human touchpoints over automated workflows. Build a culture of experimentation internally and externally. Companies that normalize failure and celebrate learning will attract top talent, accelerate innovation, and build equity with partners.

Finally, partner with advisors who understand this complex landscape. The intersection of policy, trade, innovation, and unified messaging requires strategic positioning, earned storytelling, and policy engagement that moves the needle and supports the regulatory environment this sector needs.

The Bottom Line?

Grow Canada reinforced that the window for coordinated, confident advocacy is open and the stakes are high. The Canadian agriculture industry is loud, ready, and waiting for partners brave enough to match that energy. The question isn’t whether to step up; it’s how quickly.

“JudithBrooklyn Lutz is a Saskatchewan-born farm girl with deep agriculture roots. Brooklyn grew up on the seat of a tractor. A truly integrated practitioner, she uses her diverse background in brand marketing, corporate communications and client relations to become a trusted partner and advisor her clients can rely upon.

Amanda Patterson leads the planning practice in Canada. With over two decades of strategic brand experience and a passion for agriculture, she works with clients to develop innovative approaches to their business challenges, specializing in bridging strategy, audience insights and culture from commodity organizations to global business leaders.

 
Article

Get the Report: Corporate Affairs Trends for 2026

December 10, 2025

Expectations from executives and stakeholders continue to rise. Geopolitical and societal uncertainty is intensifying. The demand to show clear business impact is higher than ever. This is the constant pressure cooker corporate affairs leaders operate in. Their role is more central to enterprise value but with that comes exposure to risk, scrutiny and rapid change.

Our latest forecast surfaces the trends that matter most for senior communications professionals. Grounded in data, real-world observation and conversations with clients across sectors, it cuts through the noise to focus on what is actually shifting in the operating environment and what that means for your team, your agenda and your influence inside the business. It also looks back on 2025 predictions to draw out lessons that can guide leaders in the year ahead.

Click Below to Download the Report and dive deeper on the FleishmanHillard UK site.

The License To Lead Study: A New Corporate Playbook for 2026

 Click Below for More Reports From the UK Team:

Article

Executive Impact: Turning Transitions into an Enterprise Advantage

By Elizabeth Cook, Chris Thornton and Michelle Mahony

The spotlight on executives has never been brighter. In 2025, CEO turnover is hitting record highs and CFO departures at Fortune 500 companies are up 33% year over year. CEO tenure continues to shrink —to just 6.8 years.  

Against a backdrop of AI disruption, geopolitical and supply chain pressure, employee and stakeholder challenges and investor scrutiny, leaders are expected to deliver impact fast. Nearly half of executive transitions are judged as failures or disappointments within two years. Yet despite these pressures, most organizations still treat executive transitions as a sequence of announcements and introductions — and the shallowness of this approach is more evident than ever.  

Transitions aren’t PR moments. They’re enterprise moments. The difference shows up in results. Handled well, a transition can unlock energy, clarify priorities, and accelerate operating performance. Handled poorly, it drains trust, distracts teams, and invites scrutiny. The difference in outcomes isn’t driven by the number of interviews or town halls conducted or the addition of a few more executive LinkedIn posts. It’s dependent on a complete re-think of the support that executives receive in transition and a laser focus on how leadership skills, change management principles and communications can come together to drive success.   

As we head into 2026 expecting the pressure on new leaders to only grow, the Global Executive Advisory teams for FleishmanHillard and Daggerwing Group have formalized an integrated approach to transition that moves from executive visibility to Executive Impact. Executive Impact is a new way to manage leadership transitions as critical, ongoing business processes that shape reputation and future performance. Success isn’t measured by optics but by outcomes: how quickly a leader earns trust, sets strategic direction, and delivers results.  

Because real impact depends on more than narrative, Executive Impact includes the underlying mechanics that determine performance: clarifying how the leader will shape structure, decision rights, operating rhythms, and processes so the organization can deliver measurable business results at speed. 

Our Five As for Executive Impact transition framework offers a practical path for new executives to follow from the moment they know they’ll be taking the seat—but it also can be entered at any point by an executive who begins to feel that their organization isn’t fit for the challenges ahead. We help executives create and operationalize momentum—making it easier for their team to believe, act, and deliver together: 

  • Announce with intent: Focus executive appointment communications on establishing credibility and setting expectations, align communications across audiences and regulations, and prepare leadership teams and champions to carry consistent messages. 
  • Align through understanding: Balance listening with diagnosis and the setting of leadership expectations, and operationalize early shifts in roles, rhythms, and decision forums. 
  • Activate the agenda: Articulate a visible purpose and strategy, define early choices and symbolic moves, and connect communications to execution. 
  • Accelerate the system: Equip the leadership team to deliver at pace, close gaps, manage moves decisively, and embed cadences that create urgency and ownership. 
  • Amplify what works: Codify new norms, keep stakeholders updated, reconnect to purpose, and prepare for the next inflection point. 

This system targets real business outcomes: Faster trust and alignment across executive and employee teams and boards of directors, quicker strategy adoption and execution, and reduced risk of derailment in the first 180 days. 

Our experience includes Fortune 100 leadership transition consulting and coaching; turnaround, transformation, integration and culture programs; CEO and C-suite positioning and visibility programs; employee, investor and stakeholder engagement; and counseling companies across issues, crisis, and C-suites in duress. 

Leaders don’t get a second chance to make a first impression. Every transition carries risk; the right design turns that risk into resilience. Executive Impact helps leaders set a credible course, accelerate execution, and sustain momentum beyond the early window. If you’re anticipating a change — or need to course-correct — FleishmanHillard and Daggerwing Group can partner with you to make this transition your advantage. 

Executive Impact
From Left to Right: Elizabeth Cook, Chris Thornton and Michelle Mahony

Elizabeth Cook is part of the FleishmanHillard U.S. corporate affairs leadership team and directs regional executive positioning offerings.

Chris Thornton is Senior Principal at Daggerwing Group and works with leaders to build the mindsets, skills, and confidence needed to lead transformation and embed change across complex organizations.

Michelle Mahony is the President of Daggerwing Group and works to bring together the science and art of transformation to life for clients.

Article

Sponsored Content in the AI Era

December 3, 2025
By Corina Quinn, Andrea Margolin and Amanda Hampton

The landscape may be shifting, but your brand story is still getting heard.

Sponsored content is arguably one of the most powerful tools in the PR toolbox for ensuring audiences hear a brand related story in an editorial format and context that will both resonate and drive impact. We’d be hard-pressed to think of a campaign that should not have this high-impact type of storytelling as a centerpiece.  

But how does it work in today’s AI-driven environment? 

Sponsored Content in the AI Era

This era of zero-click searches has led to lots of hand-wringing on what it means for sponsored articles and performance and whether it’s still a sound strategy for an integrated campaign.

Good news on that horizon: zero-click hasn’t marked the death to sponsored content. It remains a dynamic, stable solution to reach critical audiences with rich storytelling and trusted formats that offer unique support for a brand’s business goals.

New To SponCon?

Sponsored content is a form of paid media partnership in which brands collaborate with media publishers to co-create content that aligns with the editorial standards and audience interests of the publication, while advancing the brand’s communications objectives

Unlike traditional advertising, sponsored content is integrated within the editorial environment, delivering insights, perspectives or stories that resonate with readers and offer value beyond overt promotion. This approach leverages the credibility and reach of established media outlets, allowing brands to participate authentically in conversations that matter to their target audiences, while keeping control over message integration that you can’t guarantee with earned coverage from those same outlets.

Why Sponsored Content?

Trusted Influence at Scale
By appearing within reputable editorial environments, sponsored content benefits from the publisher’s authority and audience trust—and taps its editorial expertise in content creation. This enhances message credibility and drives deeper consideration among target audiences.

Strategic Storytelling
Sponsored content enables nuanced, narrative-driven communications that go beyond product features to communicate a range of things, from big-picture brand values, new and exciting offerings for consumers, and even thought leadership or societal impact. It supports reputation, positioning, and purpose-led initiatives as well as helps drive consumer offerings, from path to purchase and other lower-funnel tactics.

Precision Audience Engagement
Partnerships with publishers provide access to highly engaged audiences with a nuanced set of metrics you don’t get with earned media. This allows for tailored content that meets specific needs, interests, or pain points, improving relevance and engagement metrics—while driving brand business goals.

Integrated Communications Impact
As part of an integrated strategy, sponsored content amplifies earned and owned messaging, bridges gaps in the customer journey, and creates additional touchpoints that reinforce key themes across channels. It’s important to remember that sponsored content goes beyond print or digital advertorial, and includes qualitative content that also taps social media and other channels, and leverages video and audio content in addition to digital.

Measurement and Optimization
With robust analytics that can include time spent, click-through rates and more, sponsored content programs can be assessed for engagement, sentiment, and conversion—providing actionable insights to refine messaging and demonstrate business impact.

Sponsored Content in the Era of AI

There is a lot of discussion about declining site traffic due to changes in how people find information (known as zero-click search due to AI-driven features) and the truth is, there remain a lot of unanswered/developing questions about how AI summaries treat sponsored content that we will continue to track. We can also imagine a world where AI may enable more targeted distribution opportunities as media platforms respond and evolve.

Here’s what we know to be true today: Sponsored content remains effective because it is distributed and amplified through intentional, multi-channel strategies and is not just reliant on organic search or publisher homepage traffic.

There are several reasons why Sponsored Content remains effective:
Unique Traffic Drivers: In general, search and AI summaries aren’t the main traffic driver for sponsored content articles. Programs lean on newsletters, social media and paid amplification to drive qualified audiences.
Publishers Are Aware and Adapting: Many publishers moved to paywalls and subscriber-based ecosystems and have grown their cross-platform channel strategy in recent years to reduce their dependency on search, even before AI summaries emerged.
Quality Over Quantity: Our success metrics go beyond page views and impressions. We emphasize time spent, engagement and lower funnel actions such as clicks to the client’s site. Even with modest traffic results, high engagement audiences drive stronger qualitative impact.
Flexible Strategies: If we do see sponsored article performance start to be impacted, we collaborate with our media partners to evolve our strategies and content mix to make up for the loss in traffic.

Sponsored Content Goes Beyond Articles

In our current sponsored content programs, diversification is a deliberate part of our strategy to ensure we’re future-proofing programs against ecosystem shifts.
• Video, newsletter and social media integrations are important players in the content space and further distribute our reach and performance.
• Publisher-branded social handles, podcasts and more provide additional opportunities to connect with audiences even if article impressions or page views fluctuate.
• Diversifying our programs makes them less susceptible to zero-click trends because distribution is intentional and audience-driven rather than search-driven.

As the digital landscape continues to shift, we will monitor changes, adapt distribution and measurement strategies, and keep clients informed—ensuring that sponsored content continues to deliver value and impact in any environment.

From Left to Right: Corina Quinn, Andrea Margolin and Amanda Hampton

Corina Quinn is a Senior Vice President who co-leads our Media Partnerships Center of Excellence. A longtime award-winning editorial director and content strategist, she spent more than a decade in digital newsrooms at places including Conde Nast Traveler and Travel + Leisure.

Andrea Margolin is a senior communications strategist with more than 20 years of experience driving integrated storytelling, executive thought leadership and digital innovation for enterprise health brands. Based in Washington, DC, Andrea partners with global healthcare leaders to translate complex science into compelling, high-impact narratives that resonate across audiences and platforms.

Amanda Hampton is a Vice President based in Washington D.C. where she leads integrated sponsored content programs informed by audience insight and editorial excellence. She collaborates with clients and top consumer media partners to create high-impact storytelling that drives engagement and strengthens brand performance.

Article

When the World Gets Noisy, Great Storytelling Breaks Through 

By Trine Hindklev

In a world where disruption feels like the norm, clarity can feel out of reach. Our President and CEO, J.J. Carter, put it well at a recent PR Decoded discussion: “Clarity often comes from chaos for those who are bold enough to seek it.” That’s the mindset driving how we approach communications today. For us, it’s our call to action for how we think about storytelling. 

That perspective came through in our recent discussion with Chrissy Farr, editor-in-chief of Second Opinion, former tech and health reporter at CNBC and author of “The Storyteller’s Advantage: How Powerful Narratives Make Businesses Thrive.” Chrissy’s research and real-world experience show that the most effective leaders strategically use compelling narratives as a springboard to craft stories that connect, persuade and inspire.  

When storytelling is left to chance, companies lose control of the narrative. And no one wants to lose their narrative. Today, there’s a genuine need for trusted counselors to help leaders put communications at the center of their business strategy, not as a last-minute fix or a siloed function cast off to the side. 

Complexity isn’t going away. It’ll likely to get, well… more complex, but the ability to cut through it with authentic, sharp, well-crafted narratives is the key to thriving. Here’s how: 

Building resilience through narrative 

Organizations that invest in their narrative build real equity. It’s more than a safety net for tough times, Chrissy said. It’s a foundation of trust, engagement, and clarity that holds up in any environment. Leaders who go beyond facts and figures, sharing vivid, relevant and relatable stories, build solid reputations and relationships that last.  

The lesson? Invest in your narrative before you need it.  

That translates to mapping out your narrative assets, finding gaps in credibility, and creating processes for authentic engagement and rapid response. Resilience isn’t just about weathering storms; it’s about being known and trusted, no matter what comes your way. 

Moving beyond spin with courage  

Let’s be honest, being clear and human isn’t easy. It feels too risky. Too vulnerable. But the bigger risk is being boring and forgettable. People crave something real. Something bold and relatable. The risk of irrelevance is greater than the risk of saying something fresh.  

This holds true whether you’re B2B or B2C. Broad, generic messaging just gets lost. Clarity and specificity cut through. Every time. That’s why it’s so important to help leaders tap into their authentic voice, not just the safe, polished version, Chrissy shared. There’s a need to coach leaders to lean into what makes them different and set up the right guardrails to navigate complex issues with confidence. This isn’t about spin. It’s about showing up as real humans and letting that drive real connection.  

Reach without the reaching 

Metrics, dashboards and percentages dominate most conversations at the top. But honestly, who remembers a stat sheet? 

It’s stories that stick. Share the right story, and suddenly your message is making the rounds in rooms you’ve never entered, and your message travels further than any paid campaign could. That’s the kind of reach every communicator dreams of. 

But too often organizations chase impressions and views, Chrissy said. Impressions don’t impress if they don’t move people, and most don’t. The real impact of storytelling shows in influence: your message shapes industry conversations, earns trust and opens doors that numbers alone never could.  

In a nutshell, it’s time to move beyond those vanity metrics. So, look for measurement models that track the full picture, from traditional reach to narrative traction and influence mapping. Build dashboards that look at what counts, such as stakeholder sentiment, leadership invitations and the conversations you’re sparking across your sector. 

Chrissy’s advice is simple: focus on quality engagement. Nurture the audiences that matter. Invest in content people value. Rethink channel strategy, prioritizing depth over breadth and building real communities.  

Move away from chasing numbers to building lasting influence, think more modular content + smart thought leadership + executive visibility all working together as part of an integrated approach.  

Be a trusted partner  

Storytelling carries risks. But so does playing it safe. As Chrissy and J.J. put it, leaders and brands who stand out are the ones willing to show up with clarity and courage, sharing the moments that matter even when they aren’t perfect. That’s how impact grows. 

As a modern communications agency and trusted partners to many of the world’s most vibrant brands, we believe crafting a narrative isn’t just a tactic, but a strategic asset that drives measurable impact. The organizations that treat storytelling as a line item or an afterthought will get left behind. The ones who invest, with purpose, will lead. 

Do you need help being human, specific and bold? Be brave. Let’s talk.  

Trine HindklevTrine Hindklev is a senior partner and FleishmanHillard’s Global Strategic Media Relations Lead. She is part cultural anthropologist, part media strategist, part creative storyteller and all-in change-maker..