News

Crisis Communications, Issues Management, Perspectives

Proactive crisis management for organizations facing misinformation

In today’s environment, it is a matter of “when” not “if” you or your company will be faced with false claims and misrepresentation of the facts. Generative artificial intelligence (A.I.) continues to permeate everyone’s day-to-day, creating opportunities for advancement while simultaneously contributing to the pervasive spread of distorted narratives that make it increasingly challenging to decipher what is real (and can be verified) and what is fabricated. It is important for organizations to be even more preemptive in identifying, mitigating, and responding to false claims. The proactive management of these issues can prevent a small issue from escalating to a crisis with long-term reputational impact.

Perspectives, Public Affairs

In the Hot Seat: Preparing for Congressional Testimony

These are some practical recommendations to prepare for Congressional testimony, based on decades of experience supporting companies through DOJ, SEC, NLRB, GAO and agency-level investigations and merger reviews, as well as Congressional investigations and CEO-level oversight hearings.

Crisis Communications, Investor Relations, Issues Management, Perspectives

A Balancing Act: How to Make a Planned Strategic Announcement in the Wake of a Crisis

A crisis of any size can significantly disrupt regular business activities, impacting both internal and external stakeholders and attracting unwanted attention. Following an unanticipated event, companies tend to prioritize returning to “normal” as quickly as possible, but what if another significant announcement – unrelated to the crisis – is already planned and imminent? How can the company pivot from managing a crisis to successfully making a strategic announcement and ensuring it gets the right reception from core stakeholders?

Perspectives, Private Equity

The Sky Isn’t Falling - Communications tips that will help private equity navigate these challenging times

It’s no secret that these are challenging times for private equity firms. As if “higher for longer” interest rates and still-tight lending standards weren’t enough, sponsors also have to contend with heightened political scrutiny, increasingly aggressive and litigious regulators, and a generally volatile geopolitical and macroeconomic environment. What’s a private equity firm to do? First, recognize that the sky isn’t falling and, while yes, the current environment is challenging, there are steps sponsor firms can take to communicate more effectively and manage their risks.

Perspectives, Public Affairs

In an unusual season of anxiety and uncertainty, companies need to focus on the long game