The 2017 Edelman Trust Barometer reveals that trust is in crisis around the world. The general population’s trust in all four key institutions — business, government, NGOs, and media — has declined broadly, a phenomenon not reported since Edelman began tracking trust among this segment in 2012.
Crisis and Risk
Global Chair, Crisis and Risk Practice: Harlan Loeb
The trust of customers and the public is developed by how companies manage reputational risk and crisis response. This is where our global Crisis & Risk team can help, especially when the stakes are highest.
Our team has built a proven record, validated by very high client satisfaction scores, of protecting the most important, yet fragile, organizational asset: reputation. We represent multidisciplinary backgrounds that include skilled litigators, investigative journalists, business intelligence specialists, veterans of government service and communicators from a variety of business sectors. With team members in more than 60 offices around the world, Edelman is connected 24/7 to provide strategic support and advocacy.
Our team counsels global companies, mid-sized organizations, nonprofits, government entities and high-profile individuals to tackle a range of preparedness, reputational and communications challenges. Our strength lies in an ability to accommodate a breadth of issues and scope while executing flawlessly for our clients.
Over the last 10 years, reputational crisis and risk has escalated dramatically, ushering an era when operating realities require companies to be prepared to move at the new pace of risk.
- Twenty-eight percent of crises spread internationally within one hour.
- On average, it takes companies 21 hours to issue meaningful communications.
- The business impact of crisis response time often can be insurmountable.
- One year after a crisis, nearly 53 percent of those companies that failed to respond in a timely and accurate manner haven’t seen their share prices regain pre-crisis levels.
With the growing confluence and influence of social media, rapidly expanding customer expectations and private regulation driven by cause-oriented nongovernmental organizations, a growing gap exists between reputational risks and organizational capacity to manage them.
We believe the organizational mandate is clear:
- Rapid Response – The rising cost of reputational risk requires companies to respond quickly and accurately during crisis, as speed signifies sincerity and accountability.
- Ability to Scale – The typical concept of containment is no longer possible in today’s global and instantaneous media environment. Companies must be fully capable of managing risks locally and communicating globally.
- Own Your Story – In a world in which opinion trades as fact on the global social media exchange, companies must own their factual record and build connected channels to amplify their stories; otherwise, misinformation and distortion will fill the vacuum.
Our team has gained international recognition for providing crisis counsel and preparedness support in every industry sector, and our experience extends to:
- Bankruptcy and restricting
- Board Oversight and Investigations
- Catastrophic Events
- College and University Crises
- Congressional/Regulatory Actions
- Data Privacy and Security
- Digital “Wildfires”
- Government and Regulatory Investigations
- Governmental and Financial Compliance
- Labor Disputes
- Manufacturing and Quality Assurance/Product Recall
- NGO & Citizen Activism
- Online Reputation Monitoring and Management
- Product Liability
- Public and Human Health
- Supply Chain Risk
- Sustainability and Environmental Challenges
- Trademark Disputes and Patent Infringement
Expertise & Intellectual Property
Companies must navigate the increasingly complex environment surrounding the collection, use and protection of corporate and personal data.
Edelman's second-annual Innovation and the Earned Brand study was released at the Cannes Lions and explores consumers relationships with brands.
With the Olympic Games now in full swing in Rio, it is easy to forget about the extraordinary behind-the-scenes efforts around crisis and security planning. And, in reality, crisis response for an Olympic Games is largely a communications effort.
At The Washington Post’s 2015 inGENuitY Millennial Entrepreneur Summit held last week in Washington, D.C., Senator Penny Pritzker said, “Taking risks should be valued and nurtured because it allows us to be innovative.” Sitting in the audience as both a millennial and budding communications marketer, I couldn’t have agreed more.
This week, the NYPD asked people to tweet photos of themselves with officers, tagged with #myNYPD. The responses quickly turned sarcastic and critical.
Here are four key considerations for communicators when dealing with Heartbleed.
Get acquainted with Eugenia, Madrid’s “chief morale officer,” and learn how she boosts the office's culture and the welfare of her colleagues.
As we confront a crisis of leadership today both in business and government, this half-century anniversary of JFK’s death should be a time to reflect and to renew a commitment to seek out common purpose and collective destiny.
As we come to grips with the full impact of Haiyan on the Philippines, keeping the story going will be instrumental to rebuilding and recovery.
“Never waste a crisis,” explains Pat Christen, CEO of HopeLab. “Everyone has resilience, and resilience is inherent in innovation.”
I had the pleasure of play-acting the role of a hyper Indian journalist arriving at the scene of an explosion at a factory. This is how a typical mock interview went.