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Article

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

February 9, 2026

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

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

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

A Stronger Platform for Clients

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

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

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

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

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

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

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

Looking Ahead

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

Article

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

February 6, 2026

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

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

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

Article

 Ticket To Biotech: The Real Value Is in the Conversations 

By Samantha Donaghey

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

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

A shared appetite for connection and insight.  

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

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

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

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

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

Article

Cybersecurity and Reputation in 2026: Surfing into the Wave 

January 29, 2026
By Scott Radcliffe

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

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

The Trends

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

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

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

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

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

The Bottom Line 

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

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

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

 
Article

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

January 27, 2026
By Martha Kalman

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Where Proof Actually Forms Now

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

What This Looks Like Across Categories

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

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

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

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

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

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

Article

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

January 23, 2026

Davos revealed the communications imperative in volatile times.

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

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

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

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

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

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

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

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

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

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

Article

From Ragan: Elizabeth Cook on Rethinking Preparedness in Crisis Response

January 21, 2026

As a leader of FleishmanHillard’s corporate affairs team, Elizabeth Cook has shaped executive visibility strategies and the firm’s point of view across media, events and digital platforms.

Now she speaks to Ragan’s Isis Simpson-Mersha for their latest How I Got Here spotlight. Here’s an excerpt:

Ragan: AI-driven misinformation and deepfakes have raised the stakes for crisis response. How should executives rethink preparedness in a world where credibility can be undermined in seconds?

Cook: In a word, vigilance. And it’s not one team’s responsibility — every tool and team has blind spots, so it takes organization and coordination across social media managers, community managers, social care teams and issues and crisis monitoring, with everyone bringing a “see something, say something” mindset. From there, it’s about making sure you can move fast through the playbook — verify the facts, work with the platforms, push your statement and don’t neglect the human stakeholders involved.

Read Cook’s full interview including how two decades of advising Fortune 100 companies, government agencies and NGOs through high-stakes moments shaped her approach to crisis leadership today.

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

Insights From Davos: Building Credibility Through Storytelling

January 20, 2026

FleishmanHillard Global President and CEO J.J. Carter participated in ‘License to Lead: Reclaiming the Art of Storytelling’ at the World Economic Forum, a panel discussion exploring how organizations can earn stakeholder trust in an era of constant volatility.

The panel took place at Inkwell Beach and centered on a fundamental question: in this era of uncertainty, who gets to tell the story and who benefits when those stories shift?

Carter joined FleishmanHillard Chief Inclusion and Impact Officer Adrianne C. Smith, Forbes contributor Doug Melville and marketing leader Peter Sloterdyk to discuss this fundamental crisis facing leaders today: the widening gap between what organizations say and what they actually do.

The conversation drew directly from FleishmanHillard’s proprietary License to Lead research, conducted with 5,550 leaders and stakeholders across the globe to understand what actually earns trust in uncertain operating environments. The findings reveal a stark shift in stakeholder expectations and immediate commercial consequences.

While 90% of engaged consumers now expect volatility, they’re no longer willing to accept storytelling disconnected from operational truth. According to the research, stakeholders understand that strategic adaptation is necessary as leaders face pervasive uncertainty. What they say they won’t tolerate is silence or polished narratives that don’t match their lived reality. Those surveyed say that storytelling without operational truth is just noise.

The panel emphasized that authenticity equals accountability with leaders owning their missteps, explaining strategic shifts and demonstrating that they grasp the impact of their decisions on stakeholders before asking for buy-in. Leaders who fail to bring stakeholders along lose credibility faster than any communications misstep.

J.J. Carter and Peter Sloterdyk at Inkwell Beach

The research also surfaced a hopeful finding: people are willing to pivot and evolve if they believe in leadership. The challenge is earning and maintaining that license to lead every single day through consistent, authentic communication rooted in truth.

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

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

FleishmanHillard Unveils ‘License to Lead’ Research, Revealing a Growing Confidence Gap Between Executives and Stakeholders 

January 13, 2026

New global survey finds stakeholder confidence and leadership credibility increasingly shape how much latitude companies have to drive strategy. 

WASHINGTON, D.C. — January 13, 2026 — As geopolitical volatility, technological disruption, and social scrutiny reshape the business landscape, new global research from FleishmanHillard finds that the central leadership challenge is no longer simply setting strategy. It is maintaining the confidence and permission needed to execute when strategies must evolve. 

“Uncertainty is no longer episodic. It is the operating environment,” said Rachel Catanach, Senior Partner and Global Managing Director, Corporate Affairs, at FleishmanHillard. “What this research shows is that stakeholders understand why companies need to adapt. But they are also raising the bar on how leaders communicate, align, and explain those decisions.” 

The research, titled ‘License to Lead,’ is based on a global survey of 5,550 respondents, including 1,550 business and political leaders and 4,000 engaged consumers, executed by FleishmanHillard’s TRUE Global Intelligence. The findings reveal a growing gap between how leaders assess their own performance and how stakeholders experience corporate leadership during periods of change.  

“Trust is dead. When change is constant, stakeholder support is built through how leaders explain decisions, align internally, and show accountability in real time,” said Michael Moroney, Senior Partner and Managing Director, Corporate Affairs, The Americas.

Key findings include: 

  • Unpredictability is now the norm, and adaptability is viewed as a defining leadership skill. Eighty-four percent of engaged consumers and 82 percent of policymakers agree that the business environment is more unpredictable and disruptive than it was three years ago. More than half of engaged consumers (51 percent) say the ability to adapt quickly will matter most for business leaders’ success over the next decade. 
  • Stakeholders accept strategic change, but expectations of leadership behavior have risen. Compared to a few years ago, about half of engaged consumers report higher expectations for companies to act with customers in mind (52 percent), do the right thing (50 percent), and balance the needs of multiple stakeholders (47 percent). More than 90 percent say confidence in leadership depends on clear strategy communication, consistent messaging, transparency around difficult decisions, genuine engagement, and accountability.
  • Executives and stakeholders view corporate readiness very differently. Nearly half of business and policy leaders express high optimism in large companies’ ability to address major challenges. By contrast, only 20 percent of engaged consumers are very optimistic about companies’ ability to do so. Fewer than one in five believe corporate leaders will act in society’s best interests or are well prepared for future disruption.
  • Erosion of confidence has direct commercial consequences.  Almost all engaged consumers (98 percent) say they are paying close attention to whether companies follow through on commitments. When confidence is lost, 58 percent report stopping or significantly reducing spending, 50 percent switch to a competitor, and 40 percent privately advise others against the company. 
  • Integrity and accountability now outweigh competence alone. When asked what gives a company the “right to lead” during periods of change, engaged consumers rank demonstrated ethical behavior (24 percent) and clear, consistent communication (21 percent) highest. While executives believe leaders frequently display integrity and accountability, engaged consumers rate performance roughly half as high, revealing a meaningful perception gap. 

A New Executive Playbook 

The findings point to a leadership model that is both urgently needed and largely within organizations’ control. Companies that retain the confidence to move through uncertainty simplify their strategic narrative, enforce leadership alignment, communicate consistently, explain the rationale behind difficult decisions, and engage stakeholders without relying on broad or aspirational shortcuts. 

“When these conditions are met, reputation becomes an enabling force rather than a constraint,” said Catanach. “Stakeholders are more willing to grant leaders the latitude to adapt, absorb uncertainty, and continue moving forward even when outcomes are not fully known.” 

The research also underscores the evolving role of corporate affairs as an integrated leadership infrastructure. High-performing organizations rely on corporate affairs to translate complexity into clarity, anticipate friction, and understand where stakeholders will grant flexibility and where limits remain. 

As disruption becomes an enduring condition rather than a temporary shock, the study concludes that leadership success will depend less on minimizing change and more on sustaining legitimacy while managing it. 

About the Research 
TheLicense to Lead study was conducted by FleishmanHillard’s Global Executive Advisory and True Global Intelligence teams. The global survey includes 5,550 respondents across multiple markets, comparing the perspectives of 1,550 business and political leaders and 4,000 engaged consumers.

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