As world leaders converge at Davos this week, Europe stands at a critical crossroads in its own sustainability trajectory. European Commission President Ursula von der Leyen’s Special Address on Tuesday underscored the challenges facing a world in which major economies are ‘vying for access to raw materials, new technologies and global trade routes’. For Europe, this race is particularly acute due to a lack of access to the domestic resources needed to develop decarbonisation technologies. 

The bloc’s strategy of leading by example and exporting its philosophy through regulation are being challenged by the uncertainty of a new Trump administration and ongoing tensions with China. Europe is also recognizing the challenges associated with its Green Deal 1.0 that led to over 160 pieces of legislation being tabled in the last five years.

Many are hopeful that an upcoming ‘omnibus’ package will streamline disclosure requirements. A recent meeting of leaders from Europe’s largest political group went even further and resulted in calls for a two-year moratorium across the EU’s sustainability reporting and due diligence frameworks. The final outcome will be the result of political negotiations over the coming months.

Yet challenges extend beyond corporate reporting. Stringent targets to phase out internal combustion engines by 2035, and mandatory rules to eliminate deforestation practices from supply chains have also faced political backlash.

Navigating these complexities will be critical for the EU to move forward credibly towards its 2030 goals, ahead of a looming 2040 GHG emission reduction target (in the form of -90%) that Commission President von der Leyen has committed to bringing forward.

As the United States pursues an agenda of deregulation, Europe is expected to remain committed to its green ambitions. Yet it will do so with a much greater focus on strengthening the competitiveness of European companies vis-à-vis their international counterparts. In his first few days in office, the newly inaugurated President Trump has pulled out of the Paris agreement, opened the path for LNG export projects and put a halt to offshore wind leasing. For many global companies, the uncertainty stemming from the United States will only be made worse by the widening gap that is being created with other major jurisdictions’ expectations on climate.

With the Forum drawing to a close, one of the most pressing concerns for European leaders at Davos lies in navigating this shifting geopolitical landscape. As von der Leyen noted in her address, ‘in the last 25 years, Europe has relied on the rising tide of global trade to drive its growth’. As the world approaches a period of possible low tide, Europe’s position in the race of clean and disruptive technologies will be key.

Consumers today are more aware than ever. Their content feeds are saturated, and they recognise when brands are trying too hard. To cut through the noise and build lasting relationships, brands must embrace authenticity. Partnering with influencers to tell genuine brand stories, rather than simply producing ads, engages audiences on a deeper level and makes it harder for them to tune out. With over 89% of consumers valuing authenticity in content [Sprinklr, 2024], authentic influencer engagement is no longer just an option—it’s essential for achieving meaningful results.

Content rooted in authenticity is incredibly valuable because it brings a level of credibility and shared passions that brands can’t replicate. Influencers attract loyal followings through shared passions. Shared passions spark emotion, and emotion builds trust. This trust empowers influencers to tell brand-inspired stories that can shift perceptions, change hearts and create lasting impact.

However, trust is fragile and can be easily undermined if brands don’t choose the right influencers or if they restrict creative freedom. So, how can brands co-create with influencers to foster trust and authenticity within their communities?

Tips for Building Authentic Audience Conversations Through Influencers

1. Partnering with the Right Influencer

The first step to authentic co-creation is ensuring you are partnering with the right influencer. Influence is not defined by reach alone. Influencer marketing isn’t just about finding the most popular creator; it’s about identifying someone with the right audience, message and platform. As brand ambassadors, influencers need to feel like a natural fit so they can carry the brand’s message in a way that’s both meaningful and authentic.

True influence is best achieved when grounded in data science, technology and operational rigor. FleishmanHillard’s audience-first approach helps brands cut through the noise by using an “audience lens” for every decision. We don’t choose influencers because we enjoy their content; we choose those who have proven success in reaching a brand’s target audience. This blend of science and art allows us to balance data with the personal touch that makes influencer content resonate.

2. Empowering Creative Freedom

Authentic storytelling is the cornerstone of effective influencer marketing. For co-created content to resonate, it must answer the age-old question: “Why care, why share?” That’s why brands should start with the message, not the platform, and then let influencers express it in their own way.

While brands should communicate goals and key messages, influencers need the creative freedom to develop content that aligns with their unique voice and audience. Influencers understand their communities better than anyone; they know what content resonates and what doesn’t. If the provided creative or messaging doesn’t resonate with their community, asking them to deliver this could backfire.

There is often a tension point here due to the subjective nature of creativity. In the identification phase, data science leads the way, but in content creation, personal opinions and preferences can sometimes interfere. Brands need to be willing to step out of their comfort zones and relinquish some control to allow the influencer’s creative capabilities to shine. This might feel uncomfortable, but it’s essential for authentic storytelling. Provide a creative brief that outlines key points but allows room for personalisation. The result? Diverse, credible content that drives trust and engagement across all campaign partners.

3. Cultivating Long-term Partnerships

Once you’ve identified the right influencer and empowered their creativity, the next step is building a long-term relationship. Brand ambassadors often develop a stronger connection to the brand’s values, mission and products over time. This deep connection allows them to create content that feels genuinely aligned with the brand, making their message feel authentic and credible.

Ongoing partnerships enable brands to co-create with influencers around reactive trends, cultural moments and personal milestones. This also provides flexibility to explore different types of content, keeping things fresh and avoiding audience fatigue. Most importantly, long-term advocacy builds a sense of trust and authenticity that grows with each campaign, as audiences witness the influencer’s genuine love for the brand.

4. Converting Paid Relationships to Organic Advocacy  

A brand’s relationship with an influencer shouldn’t end when a campaign concludes. Brands should continue to strengthen relationships with influencers even after a campaign ends, encouraging them to become organic advocates. This approach builds continuous, always-on advocacy, where influencers feel a genuine connection to the brand and want to continue speaking about it in their communities.

After a campaign, follow up with influencers to thank them for their collaboration, share results and seek their feedback. Engage them in exclusive events, keep them in the loop on new product launches and create opportunities for long-term partnerships. This way, influencers feel valued and appreciated, which can deepen their loyalty to the brand.

These foundations allow influencers to become organic advocates, allowing their audience to recognise the authenticity of the relationship. This leads to more genuine and impactful co-creation, as followers see how much the influencer truly trusts and believes in the brand.

As we enter 2025, brands that embrace genuine co-creation with influencers will be those that win consumer trust, and thus business results. By focusing on long-term partnerships, audience-centric strategies and authentic content, brands can create meaningful connections with consumers that stand the test of time.

The brands that succeed will empower influencers as storytellers, not just spokespeople, allowing them to tell brand-inspired stories that resonate with their communities. As brands and influencers come together to build genuine connections, co-created content can spark trust that resonates far beyond a single campaign. By focusing on authentic relationships and empowering creativity, brands have the opportunity to build lasting impact and forge trust that endures.

Tomorrow, newly inaugurated President Donald Trump will make a virtual appearance at the World Economic Forum to deliver remarks on U.S. economic policy and his administration’s vision for global trade. President Trump’s remarks are expected to reinforce his vision for America-first business policy, which includes a lower corporate tax rate and deregulation, as well as aiming to protect American jobs and businesses through the use of tariffs and other tools.  

Business leaders tuning into President Trump’s speech at Davos should pay attention to his stance and positions on global trade. While certain policy positions are known, it is possible that President Trump could announce new policies that would upend the status quo. Organizations across industries should already be planning how these shifts in policy may impact supply chains and relationships with key trade partners, and leaders should start planning how they will communicate with key stakeholders, including their employees, customers, investors and local communities. 

President Trump brings a sharp break from the Biden administration on economic policy, both in style and substance. This shift started immediately after President Trump took office and will continue throughout his administration as he reshapes American tax and trade policy.  

Under President Trump, the U.S. government is expected to change policies from the prior administration. If past is prologue, those changes may come at a fast pace and without much run-up. President Trump has expressed a desire to use tariffs as a foreign policy tool. On day one of his presidency, President Trump already initiated the process of withdrawing the United States from several international cooperative agreements, including the World Health Organization and the Paris Climate Agreement. This has already been met with significant reaction from multiple Davos panelists and is certain to be a point of discussion in the administration’s meetings with business leaders. 

While organizations should expect the Trump Administration to implement what are viewed as pro-business policies, the president’s policies geared towards supporting growth are markedly different from previous administrations – including Republican ones. 

As a first step, the Trump administration has directed all federal agencies to re-evaluate American trade policy with other countries, including close U.S. allies. Among the policy shifts under consideration are significant tariffs on all goods imported from Canada, Mexico, the European Union, China and a host of other nations. President Trump has said that he may announce a 25% tariff on all goods from Canada and Mexico as early as February 1.  

Leaders at Davos and elsewhere should also consider how changes to tax policy may impact business operations. Republicans in Congress, with President Trump’s support, are developing legislation that would extend the 2017 Tax Cuts and Jobs Act, and potentially further lower taxes for American-owned companies and high-income earners. With control of Congress and the White House, Republicans are likely to pass tax legislation, but the extent of the cuts remain unknown, as many Republicans are wary of growing the deficit. President Trump, and others, believe that tariffs could serve as one such way to pay for the cuts. 

The Trump administration has also announced new executive orders to boost American oil and gas production, including declaring a “national energy emergency” that will open new federal lands to drilling. President Trump has also signaled opposition to electric vehicle subsidies and has directed his administration to hold funding for EV charging stations. These announcements will have significant impacts to global energy companies, auto manufacturers, organizations focused on semiconductors and more. 

President Trump has also pledged to help bolster the cryptocurrency industry, make the United States the “crypto capital” of the world and create a government-owned cryptocurrency reserve. While there have been no specific announcements since the inauguration, new leadership at the Securities and Exchange Commission has taken steps to study new regulatory frameworks for digital currencies. 

The Trump administration will bring a markedly different approach to global business and trade, and tomorrow’s speech will serve as an introduction to what businesses around the world can expect over the next four years. While future policies may include new priorities, President Trump’s remarks will set the tone. 

For more information, please contact FleishmanHillard’s public affairs team at [email protected]. 

As businesses prepare to navigate the complexities of a second Trump administration, the cultural and political landscape presents both challenges and opportunities. Companies must tread carefully, balancing the expectations of a polarized public with a renewed focus on their core missions.

The 2024 election deepened political and cultural divisions in the United States, amplifying public scrutiny of corporate actions. While stakeholders once rallied behind companies taking stances on social and political issues, there is a growing segment of consumers and employees who now prefer businesses to stay out of politics altogether.

According to Gallup polling, consumers increasingly value companies that prioritize economic contributions, such as job creation and community investment, over advocacy on contentious cultural topics. This shift underscores the importance of focusing on core business outcomes to maintain broad stakeholder trust.

Simultaneously, the second Trump administration’s deregulatory agenda is poised to impact corporate priorities. Policy changes to taxes, tariffs, energy and climate initiatives will likely create new operational realities for businesses. Whether these present opportunities or threats as companies choose their path forward, business leaders must consider the context that their previous positions and commitments have created. Understanding the impact a change in priorities may have on corporate credibility and relationships is an important part of timely decision-making in today’s policy environment.

The Evolving Media and Communication Landscape

The mainstream media environment continues to fragment, complicating efforts to reach and influence stakeholders through traditional channels. Once considered the cornerstone of corporate communication strategies, traditional media is losing ground to nontraditional channels such as podcasts, independent newsletters, news influencers and paid amplification of earned and owned stories. Declining trust in legacy media has prompted more consumers to seek information directly from companies or alternative information sources.

For businesses, this fragmentation demands that communications functions and strategies modernize. Engaging directly with stakeholders through platforms like LinkedIn, Instagram and podcasts enables companies to complement their traditional media strategy and communicate more authentically. This does not replace the traditional communications strategy for corporate engagement: right message, right place, right time. But as places and times have multiplied and expanded, maintaining the consistency of the right message across forums becomes more important.

Messaging Should Focus on Strengthening America

Communicators must keep in mind that many of the initiatives under the second Trump administration are influenced by broader cultural issues. Identifying the signal through the noise will sometimes be more important than addressing issues head-on. In a saturated information environment, businesses must focus on key messages that resonate with their audiences, cutting through distractions to address their most pressing concerns. This includes leveraging data to understand stakeholder priorities, crafting narratives that connect on both rational and emotional levels and staying consistent in messaging across a growing ecosystem of channels even as messages are microtargeted to emphasize different elements.

As companies respond to the new administration’s policies, it is vital to anticipate potential reputational risks. Avoiding overt political alignments can help mitigate backlash while maintaining focus on core business objectives. Companies should proactively educate stakeholders on how policy changes—such as tariffs or regulatory shifts—impact their operations and the broader economy. Key areas to focus on:

Emphasize Economic Contributions: Center communications on job creation, innovation, and value delivery. Highlight how the company’s actions benefit employees, customers and local communities.

Engage Proactively and Transparently: Build strong relationships with policymakers by emphasizing shared goals, such as economic growth and regulatory alignment. Proactively share company perspectives on digital platforms to enhance trust and credibility.

Focus on Localized Impact: Develop region-specific messaging that addresses community needs and demonstrates commitment to local economic development. Tailoring advocacy efforts to key districts can amplify their effectiveness.

In many cases, companies will need to work through trade organizations and broader industry coalitions to advance their objectives. However, unless there is a strategic reason to do so, companies should be thoughtful about making comments related to political developments or topics that do not clearly impact their business outcomes, commenting on hypotheticals or ‘what-if’ situations, and sharing personal opinions or commentary related to individual elected or other government officials.  

Evolve Your Media and Channel Mix

Leading into 2025, there is an imperative for companies to tell their story to a broader audience, including right-of-center (ROC) media outlets and journalists who are important sources of information for elected officials and customers.

Consider which ROC media outlets or journalists could be appropriate for a proactive announcement from the beginning as you start to build an overall amplification strategy for a new initiative/story. Build relationships proactively and engage with reporters to get to know their areas of focus to better bring them ideas in the future.  

Additionally, businesses should leverage targeted paid communications strategies to supplement the content produced by the fragmented media universe. Paid campaigns on social media platforms, programmatic advertising and sponsored content can ensure messages reach key audiences effectively, especially in regions or demographics critical to the company’s objectives. By combining earned and paid strategies, companies can maximize their reach and impact across a wide range of stakeholders.

Pace and Timing

The second Trump administration is expected to operate with greater speed and efficiency than the first term, requiring companies to truly adhere to an “always-on” approach to reputation management. With a high velocity of policy announcements and initiatives anticipated, businesses must maintain constant vigilance and readiness to respond. This includes closely monitoring developments that could impact their industry and preparing to engage stakeholders as issues arise.

Collaboration with government affairs teams and external advisors will be critical when navigating this fast-paced environment. These teams should work together to assess the timing and implications of new policies, determining when it is appropriate to act and when to hold off. While there will be moments where restraint is the best course of action, companies must also have rapid response plans in place to address emerging challenges or opportunities.

Next Steps

For many companies, it may be wise to consider resetting or augmenting current communications strategies. Effective preparation involves scenario planning and equipping communication teams with clear guidelines for response. Businesses should anticipate potential flashpoints and ensure that key messages and strategies are ready to deploy at a moment’s notice. By maintaining a proactive stance and fostering strong internal coordination, companies can navigate the complexities of this administration while safeguarding their reputations and advancing their objectives. Key areas to focus on:

Monitor Social Media and Emerging Platforms: Focus on tracking nontraditional platforms where political and cultural conversations are gaining momentum, especially on the ROC side of the spectrum where many companies have been less engaged in recent years. Early awareness of trends can inform rapid and accurate responses.

Assemble the Right Team: Ensure the organization has the right mix of internal staff and external consultants to address emerging issues effectively. This includes aligning communications, government affairs and legal advisors for cohesive action.

Develop Rapid Response Protocols: Create clear, actionable guidelines for responding to unexpected developments. Practice scenario planning to prepare for a variety of potential issues, ensuring the team is ready to act quickly.

Foster Cross-Functional Coordination: Strengthen communication between departments, including communications, marketing, government affairs, operations and legal to ensure alignment in messaging and action plans.

Invest in Training and Resources: Equip teams with the tools and skills needed to respond effectively, including media training, crisis communication exercises, and real-time data analysis capabilities.

By taking these steps, companies can remain agile and responsive, addressing challenges proactively while building trust and credibility with stakeholders in this dynamic political environment.

As global policymakers and business leaders gather in Davos this week for the 2025 Annual Meeting of the World Economic Forum discussing “Collaboration for the Intelligent Age,” AI is set to dominate the conversation. Because this transformative technology has the potential both to unite and divide, FleishmanHillard is looking to examples of where AI has been applied successfully to overcome boundaries, taking Japan as a case in point.

To start, the country’s geographical isolation has often been connected to a “Galapagos effect,” which leads to unique and unusual innovations. Now, in the Intelligent Age, demographic, economic, cultural and regulatory constraints still paradoxically have the potential to drive rather than hinder sustainable innovation. With AI as a catalyst across sectors, Japan presents an opportunity and model for leaders to innovate beyond limitations and accelerate social change.

Mobility is one area that has seen significant change, not only in the growing interest in electric vehicles but also the rapid adoption of micro-mobility solutions. Companies like LUUP, the largest player in the industry in Japan with over 10,000 stations, use AI to manage fleets and create a new urban infrastructure empowering customers to travel more freely, addressing issues of car ownership costs, limited parking spaces and last-mile transportation gaps in public transit. While the government has updated its regulations in response to the scooters’ popularity, LUUP manages identity and age verification again through AI-driven technology.

Sustainable agriculture is also approaching a tipping point in Japan, supported by the government’s Midori strategy. Technology is being embraced as a catalyst for change to overcome constraints such as the lack of arable land, aging farmer population and knowledge gap for younger generations. AgriTech startup Agrist, for example, which was valued at 1.6 billion yen two years after founding, leases AI-powered harvesting robots that address labor shortages while determining optimal crop harvesting times. Meanwhile the National Agriculture and Food Research Organization has developed an AI-based pest recognition system to support inexperienced farmers.

A third sector that is undergoing significant change is sustainable housing and energy solutions, which are gaining more interest considering Japan’s rising utility costs and dependency on imported energy. New building codes and solar energy mandates are driving AI-integrated home energy management systems, zero-energy building innovations and smart construction techniques. Domestic giant Sekisui House is now the world’s largest seller of Zero Energy Homes (ZEH), with 95% ZEH compliance in fiscal 2023. The company’s Platform House concept goes beyond home management to use AI as a way of linking home to health, learning and other elements of lifestyle.

While some view Japan’s restrictions with caution, these examples show that AI deployment can spark sophisticated innovation within patterns of ‘productive constraints.’ The Japanese market demonstrates how highly regulated or culturally restrictive environments can become testbeds for AI solutions that address universal challenges. From aging populations in Europe to urban density in Southeast Asia, the lessons from Japan’s approach have broad applicability. The key lies in identifying constraints early, embracing them as innovation catalysts and deploying AI strategically to overcome systemic challenges while respecting societal and regulatory boundaries.

The Geopolitical Shift Facing Business Leaders 

The days of the ‘Davos man’, the billionaire business leader leveraging the rules-based, international capitalist system for gain defined in Peter Goodman’s 2023 book, seem numbered. With geopolitical disruption reshaping the world, he will soon be replaced by the ‘corporate diplomat’, a new breed of executive – gender irrelevant – who needs a deft touch and different strategic approach to manage the forces out of their control.  

The 2025 Davos agenda includes catalyzing growth amid geopolitical shocks, investing in people and supporting the energy transition. But topics on CEOs’ minds are far broader. International security and conflict. Populist and nationalist movements. Protectionism and trade barriers. The climate crisis’s human and economic impacts. Radical technology disruption.  

The issues are complex and nuanced. So is the cast of protagonists and antagonists that need to be addressed by the corporate diplomat, a concept introduced by Deloitte in 2024. It is not always clear which ones are friend or foe. 

The landscape is being shaped by a surge of influence from new powers and alliances, including many of the markets that are most attractive for investment as Western economies stagnate. But these new powers may not be beholden to the rules-based system the Davos man knows well. Navigating and negotiating between business and political leaders operating to different standards becomes a test of diplomatic skill and communication capabilities that may be unfamiliar to the CEO and C-suite members.  

Simultaneously, the divergence among traditional allies presents growing risk for business leaders.  

The gulf on climate action between the Trump administration and the EU and UK will create strain around investment and transparency. Different approaches to technology regulation versus enablement may complicate decisions on scaling AI usage or leveraging data. And the challenge of securing Chinese investment while managing the potential perceived threat of China’s security and economic agenda will be more difficult, given the White House’s likely demands and expectations of U.S. allies regarding China.  

For the corporate diplomat, effective communication is key to success.  

Messages on business strategy, corporate values and operational choices will face more scrutiny, needing more care to ensure consistency and cultural sensitivity when delivered across markets.  

Companies will need to incorporate a wider range of stakeholders’ views in decisions, requiring a better understanding of non-American or non-Western perspectives to reflect their full supply chain or sales footprint. 

Stronger relationships with stakeholders will be vital. Politicians, partners, employees or customers in far-flung markets – particularly for companies operating with a “U.S.” and “rest of world” mentality – will be more influential, requiring them to be embraced by the corporate diplomat, not just managed. 

Finally, leaders must brace for new levels of transparency about business decisions, relationships and impact that may be uncomfortable or disruptive. Beyond regulations like the EU’s Corporate Sustainability Reporting Directive (CSRD), multinational companies may face greater exposure to domestic political dynamics, media scrutiny and societal expectations around the world. They will all add complications to the CEO’s efforts to drive business growth. 

The Davos man may struggle to adapt to this new environment. But the corporate diplomat will see the opportunity for business growth and will rise to the occasion, at forums like Davos and in their work every day around the world. 

Ahead of Inauguration Day on Monday (Jan. 20), President-elect Donald Trump continues to offer new comments regarding his plans for governing. These announcements include executive orders he intends to sign on Day 1, as well as other shifts in policy that have significant implications for the global economy. As with every presidential transition, there are policy changes and priorities for the incoming administration that will shift the narrative and business climate in Washington and around the country. 

Every four years, these announcements should inform an organization’s planning to navigate shifts in the business, political and regulatory environments. Equally, leaders must consider how (and if) they communicate about the new administration’s policies with customers, employees, investors and other stakeholders. 

Though President-elect Trump and his team are planning to take widespread action through already proposed executive orders on Day 1, there is a high likelihood of unanticipated directives to executive agencies, remarks he makes in his inaugural address and posts on social platforms that have additional implications for organizations. 

Organization leaders, risk managers and communications teams should be prepared to monitor actively, and plan responses across a range of scenarios based on business objectives and organizational values. Special attention should be given to those scenarios that are closest to the intersection between the organization’s goals and the new Trump administration’s priorities. 

Immigration and trade are two of his highest priorities and action on these issues in particular will permeate the national narrative, and may have a substantial impact on people, organizations and their employees, and industries in the U.S. and around the world. Audiences that are important to an organization’s success may respond in a sharply polarized and highly emotional way. Communications planning is critical. 

Immigration and Undocumented Individuals 

President-elect Trump, his nominees and his allies have made clear that one of his immediate priorities will be the deportation of undocumented individuals. These efforts have the potential to impact nearly every industry in some way because they will impact workforces, customers, supply chains and families. 

Although many businesses and institutions do not employ undocumented workers directly or through contract labor providers, even organizations that are not affected by immigration action may experience a knock-on effect because of impacts to supply chains, workforces and communities. Although the incoming administration has said it believes it can take actions without undue disruption to business and the economy, the scale of proposed deportation is very large and untried.   

Leaders at employers of all sizes should understand their organization’s vulnerabilities and, in addition to business continuity planning, should also have scenario-based communications plans in place. For example, executive orders for the immediate deportation of undocumented workers and expanded U.S. Immigration and Customs Enforcement actions, may lead to staffing challenges as both documented and undocumented workers stay home out of fear. This could compound challenges to organizations’ labor supply during a time of low unemployment. Organizations across sectors – especially those in agriculture, food and beverage, manufacturing, construction and hospitality – may also face increased scrutiny from immigration authorities. 

Even if an organization is not directly impacted by these changes, they may be asked questions by employees, the media, elected officials or the local community. Communications teams should anticipate and address these questions now to be prepared.  

Tariffs and Trade 

Another top Trump priority is to install steep tariffs to advance his trade, economic and political priorities. 

U.S. organizations will face increased financial pressure once U.S. tariffs impact the cost and availability of imported materials. They are likely to become more complicated if foreign countries enact their own retaliatory tariffs on U.S. imports, as some have promised. Businesses in the U.S. and abroad will need to consider how they address these costs, including whether they pass them onto their customers. 

Regardless of size or sector, almost all organizations will be impacted in specific ways by the tariffs because they will have a sizeable impact on supply chains, consumer behavior and global trade. In some cases, organizations may realize a market advantage if competitors are more significantly impacted by tariffs. Communications leaders must prepare now for how to communicate these changes and consider how different audiences will respond. 

Preparing for Communications 

Understanding potential impacts – which may occur as early as Jan. 20, or at any point during the administration – and continually readying plans to activate against realistic positive and negative scenarios will help support business continuity and bolster corporate positioning and brand reputation efforts. 

It is critical to have a finger on the pulse of sentiment among an organization’s most-important audiences, map scenarios based on shifting political and economic dynamics and be prepared to activate communications at a moment’s notice. Organizations will need to determine positions on the administration’s expected actions, and consider how their public positions may differ from privately expressed positions in the context of important relationships, such as with regulators or business partners. 

Management teams and communications leaders will need to determine protocols for rapid, accurate response to both anticipated and unexpected situations, deciding in advance the principles and processes for how to communicate. These include decision-making around whether to respond – and if so, when – identification of priority audiences, staging and priority of internal and external communications, and choices of spokesperson, timing and channels. 

Importantly, organizations must carefully evaluate if and how they will react given the organization’s (potentially polarized or easily activated) stakeholder groups, including employees, customers, partners, shareholders and local communities. In many cases, the best course of action will be to engage an industry organization to magnify support or deflect negative attention on a particular policy. 

While this is normal practice, it is important for every organization to refresh its understanding of the current and expected positions their industry organizations will take on their members’ behalf on key issues. Organizations should also monitor and analyze how competitors and detractors are using industry and other groups for leverage or protection, and what they are saying and doing individually. It may be necessary to join new alliances or create new groups to achieve the desired results over the next four years. The time to make that evaluation is now, before a new affiliation is needed. 

More broadly, mapping of risks, stakeholders and relationships coupled with an action plan and protocols will help organizations navigate what will be a rapidly changing political landscape during this second Trump term. Integrating this work into a strategic public affairs plan will ensure that communications responses are agile, rapid and protect an organization’s ability to operate and support its aims in Washington. 

A wide range of government actions and policies will create opportunities and risks for every organization that is based in, operates in or does business with the United States. FleishmanHillard’s public affairs leaders, issue specialists and business sector experts are well prepared to help clients navigate today’s new era in Washington.  

For more information, please contact FleishmanHillard’s public affairs team at [email protected].