MAM
Mastering PR crisis management in the social media era: A guide for today’s organizations
Mumbai: Warren Buffet’s wise words, ‘it takes 20 years to build a reputation and five minutes to ruin it’ have never been truer, more so in today’s social media era, where even a single tweet can turn into a crisis. In such a scenario, organizations need more than just a quick response. They need tools and deep knowledge of strategic communication and stakeholder engagement that can help them with PR crisis management.
The importance of preparation
The basis of good crisis management is extensive preparation. A crisis response plan will ensure that every member of the team knows how to react and what to do in the event of a PR nightmare! There is a need to come up with comprehensive plans on how they will deal with a crisis situation, specifying what might possibly happen and suggesting how best they can react. This will ensure that the responses are instant, since time is of the essence during a crisis.
The importance of holding statements
A holding statement acts as the first line of defence. The organization gains time to handle the situation and this gives stakeholders confidence that the matter is being treated seriously. By filling the information vacuum, holding statements help in managing the narrative, and preventing speculation and misinformation. Internally, they offer reassurance to employees and stakeholders that there is awareness and responsiveness. However, holding statements must be carefully drafted and balanced until all facts are collected.
Balancing legal considerations with empathy
There must be good communication and compatibility between an organization’s legal and PR teams. While the legal team helps ensure compliance and caution in communications, it is the PR teams that can ensure what goes out as a reaction is sympathetic. It is imperative for both the teams to recognize and embrace emotions from victims during a crisis. This can help alleviate negative feelings and create empathy which is priceless for maintaining trust.
Emphasizing transparency and decisive action
Transparency during a crisis is non-negotiable. An important aspect of PR crisis management is sharing candid insights into the situation at hand, admitting mistakes when required, and communicating to the consumers about the action being taken to address the situation at hand. By doing so, organizations can strengthen their credibility and rebuild trust. Also, it shows competence when one takes rapid decisions besides confirming commitment to excellence and responsibility.
Ensuring effective internal communication
Avoiding misinformation is vital and this requires firm internal communication protocols. When all employees are made aware of the situation, it helps the organization to take a united front on the crisis and how the company is responding. All this is crucial in managing public opinion and having control of the narrative. For instance, many of the managers who survived the 9/11 attacks were interviewed. The most important lesson that emerged was that organizations must never forget employees during a crisis in terms of making them aware of what happened, what they should do, and how the crisis will affect them.
The long-term impact of crisis management
A company’s handling of a crisis can shape its identity for years. In fact, effective crisis management can help improve reputation by showing how responsive and open it has been. However, failure to handle a crisis properly can lead to massive trust loss leading to a weaker competitive position.
Conclusion
In the age of social media, navigating through a PR crisis necessitates much more than mere quick fixes; rather it calls for strategic vision as well as a holistic understanding of both, our available tools and what is at stake. Organizations that have grasped these aspects do not only protect their brands, but also transform potential threats into opportunities for growth and improvement.
The following article has been authored by Talking Point Communications founder Naina Aggarwal Ahuja.
Brands
KPMG names Gary Wingrove as global chairman and CEO from October
Record Gmada bids signal rising demand as Rs 1,000 crore bet reshapes Tricity skyline
MUMBAI: KPMG has chosen continuity with a forward tilt. The firm has announced that Gary Wingrove will take over as global chairman and CEO of KPMG International, beginning a four year term from 1 October 2026. Currently serving as global chief operating officer, Wingrove steps into the top role after being nominated by the global board and elected by the global council.
A KPMG veteran with over 25 years at the firm, Wingrove has been closely involved in shaping its recent trajectory. As global COO, he has helped drive the firm’s Collective Strategy, focusing on operational integration, global investments and the steady expansion of the KPMG Delivery Network. He has also been at the forefront of KPMG’s digital push, including the rollout of AI enabled solutions across its global operations.
Before his global role, Wingrove served as CEO of KPMG Australia for nearly a decade, where he led a period of strong growth, almost doubling revenue, profitability and headcount while steering a cultural reset.
He succeeds Bill Thomas, who has led KPMG since 2017 and will work alongside Wingrove over the next six months to ensure a smooth transition.
Thomas leaves behind a firm that looks markedly different from when he took charge. Under his leadership, KPMG’s global revenues have risen by 55 per cent, and its workforce has expanded to more than 276,000 people. He also unified the network of member firms under the Collective Strategy, aligning priorities and strengthening governance.
His tenure saw heavy investment in technology and partnerships, with alliances spanning Microsoft, Google Cloud, SAP, Oracle and ServiceNow. These collaborations, along with platforms like KPMG Clara, have helped the firm scale its AI-led offerings and sharpen its competitive edge.
Beyond growth, Thomas also pushed improvements in audit quality and sustainability. Initiatives such as a multiyear global sustainability strategy and the Our Impact Plan have aimed to embed long term thinking into the firm’s operations and client services.
For Wingrove, the brief is clear but evolving. He has signalled a focus on agility, deep expertise and technology driven solutions as clients navigate an increasingly complex business landscape. He also emphasised KPMG’s identity as a people first organisation, supported by technology and unified through its global network.
The timing of the leadership change comes as KPMG continues to grow, reporting a 5.1 per cent rise in global revenue in FY25, with gains across tax and legal, audit and advisory services. Growth was recorded across all regions, despite a challenging macro environment.
As Wingrove prepares to take charge, the firm appears set on a familiar path with a sharper digital edge. Same playbook, perhaps, but with a renewed focus on speed, scale and smarter solutions.
