The Good, Bad, and Ugly of Corporate Communications

After spending decades in corporate communications and related roles around it, I have realised that this function is a double-edged sword. It can build lasting trust or lead to irreparable damage depending on how well it is handled. Every campaign or crisis response tells a story, and your company and you are often judged not just by your successes but by how you were able to navigate challenges.

The good piece is how effective corporate communications can elevate a brand’s reputation and create meaningful connections with stakeholders. We do have examples where companies have used the right blend of strategy, empathy, and creativity.

One campaign that often comes to my mind in this category is Tata Steel’s 2018“We Also Make Tomorrow” campaign. Communications veterans will recall their highly successful 90s tag line of “We Also Make Steel.” In 2018, they extended the theme to align it with the company’s vision of sustainability and innovation while striking an emotional chord with its audience. The campaign positioned the company as a thought leader committed to shaping a better future, strengthening trust among stakeholders.

Remember, Mahindra’s “Rise for Good” initiative, which integrated the company’s CSR and brand philosophy? Through consistent storytelling, Mahindra showcased its commitment to creating societal value, earning goodwill and admiration.

Wherever the communication has been built on the bedrock of authenticity, alignment with core values, and understanding audience sentiment, it has been successful.

When corporate communication lacks transparency or fails to connect with stakeholders, it often backfires. While the intent may not be malicious, poor execution can lead to missed opportunities and reputational damage.

Do you recall the 2015 Maggi noodles crisis amidst allegations of high lead content? Nestle’s delayed and defensive response, devoid of empathy for concerned consumers, exacerbated the situation. What could have been an opportunity to reassure customers turned into a protracted battle for trust.

Timely, thoughtful, and transparent communication would have lead to tighter preparation, execution of a good narrative that understood and addressed stakeholder concerns.

The “ugly” in corporate communications arises when there is a lack of accountability, leading to a total breakdown of trust. Such cases often involve mishandling of crises, inconsistent messaging, or internal chaos spilling into the public domain.

Two examples come to my mind here. The United Spirits-Vijay Mallya controversy epitomises ugly communications. Accusations of financial impropriety coupled with ambiguous public statements revealed a lack of strategic foresight. This lack of coherent communication led to perceptions of disarray within the company, causing reputational damage that could have been mitigated with better governance and transparency.

The other example is the collapse of Jet Airways. As the company struggled financially, its communication strategy failed to engage employees and customers meaningfully. Abrupt operational shutdowns and lack of clarity around refunds or employee compensation painted a picture of chaos and insensitivity. Such a sad end to a once powerful airline that was the Country’s pride.

Would having an organised communication strategy helped deescalate these crises and rebuild stakeholder confidence? Perhaps. Every crisis holds the potential for redemption if handled effectively. The key lies in proactive communication, empathy, and a commitment to rebuilding trust.

Turning crises into opportunities requires courage, clarity, and an unwavering commitment to stakeholders. It is about owning the mistakes and taking responsibility for the fiascos. Mere hollow words that are not backed by action or visible changes cannot reassure stakeholders. On the contrary, it will only further deepen the trust deficit.

Corporate communicators have an opportunity to craft a compelling narrative that demonstrates ownership and accountability. Where are you in your journey?

The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.

Sarita Bahl

Sarita Bahl is an alumnus of Tata Institute of Social Sciences and the Swedish Institute of Management Program. An experienced and versatile leader, she comes with nearly four decades of professional experience. She has over the years successfully overseen the communications and public affairs function and led the corporate social responsibility strategy for Bayer South Asia, Pfizer, and Monsanto, among others. Sarita has held multiple roles across diverse industries, the public sector, trade associations, MNCs, and the not-for-profit sector. Her areas of interest include advocacy, stakeholder engagement, sustainability, and communications.

As an Associate Certified Coach (ACC) from the International Coaching Federation (ICF) and Senior Practitioner (Mentoring) from the European Council of Mentoring and Coaching (EMCC), Sarita specializes in career transition, inner engineering and life issues. Sarita enjoys writing and is passionate about animals, books, and movies.