A founder opens a phone before sunrise and sees a customer video spreading across social media. The post alleges unsafe products, employees are answering questions inconsistently, and journalists are requesting comment before the leadership team has confirmed what happened. By breakfast, the organization isn't managing one conversation. It's managing several versions of the same event across customers, staff, partners, regulators, and newsrooms. That pressure is why crisis communications PR must operate as a business process, not an improvised publicity exercise. No organization can prevent every product complaint, cyber incident, workplace allegation, operational failure, or misinformation campaign. It can decide who
Continue reading