By Shahar Silbershatz, CEO of Caliber

The headlines come thick and fast.

Militants step up their attacks on commercial vessels in the Red Sea, disrupting global supply chains. Voters elect a demagogic presidential candidate, fuelling social unrest and concerns about impacts on cross-border trade, security and the climate. Amid accusations that it’s gone “woke”, a corporation pulls a major ad campaign. And hacktivists exploit artificial intelligence to create a devastating series of “deep fake” corporate videos.

Welcome to the world in 2024. A world seemingly beset by endless crises, “culture wars” and the nefarious use of AI. All three issues pose serious challenges to corporate communicators. Here’s why. Take AI, which lies behind the increasing spread of mis- and disinformation. Deep fakes — such as bogus ads, photos or videos — will increasingly compromise more companies and threaten their reputations. And “malgorithms” that place company ads in inappropriate places will likewise raise red flags concerning brand suitability.

Meanwhile, some companies will suffer AI-related security breaches such as data leaks. Others will see algorithmic biases roll back their hard-won diversity and inclusion gains. Then there’s the broader impact of AI on society: Businesses that replace employees with AI and put many people out of work may suffer reputational harm.

The second threat to corporate reputations is geopolitical turmoil — or, rather, the seemingly relentless stream of macro-events sometimes known as the “polycrisis”. Many companies will face a sudden, specific crisis this year — such as an armed conflict or environmental disaster that threatens supply chains or endangers employees. They will need to respond quickly — and must do so these days with the world looking on. What’s also different now is that even if they aren’t affected, companies are increasingly expected to take a stand in response to a crisis (such as the Israel-Hamas war).

That brings us to the third major threat to corporate reputation and challenge for corporate communicators: culture wars.

In today’s always-on, interconnected world, businesses are increasingly drawn into ideological battles over hot-button issues like race, gender, climate and geopolitics.

And, as the media, legislator, and investor-led backlash against ESG and “woke” activity shows, companies are discovering they can’t please all their stakeholders all the time. Simply ask either Anheuser-Busch or Disney, both of which discovered the reputational cost of speaking out about controversial topics.

Potential flashpoints will only grow in what’s expected to be another divisive election year in the United States — with possible consequences for European companies, too.

But what makes the coming months so parlous is that these three threats overlap. A company that engages in “greenhushing” — not mentioning its sustainability activities to sidestep the ESG backlash — may inadvertently create an information vacuum. The result? Some actors may draw inaccurate conclusions about the company, while others may fill the void with harmful deep fakes. Both circumstances can erode stakeholder trust and damage the company’s reputation.

A company’s failure to speak out about a major global event can create a similar void — one that’s ripe for disinformation, misinformation and misinterpretation. So how can companies protect themselves against these three threats?

Here are four strategies.

Be authentic

Stakeholders will increasingly value companies that act and speak authentically.

This applies whether the company faces a crisis — like a disrupted supply chain or a data leak — or increasing demands to address a hot-button issue. Either way, authenticity here isn’t about meeting an exacting external standard.

Rather, it means that what the company says or does — how it responds to a crisis, the causes it supports and who represents it — all clearly align with its values and purpose.

Too many companies get this wrong and jump on a bandwagon to impress certain stakeholders, only to alienate others by appearing insincere or inauthentic.

In 2024, companies should seek to be more authentic —and let their core values guide their decisions.

Be honest

As Budweiser and Disney can attest, companies don’t always please everyone — and anything that smacks of inauthenticity can cause reputational damage. By the same token, just as authenticity resonates with stakeholders, so does honesty.

So, to protect their reputation in 2024, companies shouldn’t just stand up for their beliefs and remain loyal to their values. They should also try to explain what they’re doing, why they’re doing it and how it’ll affect stakeholders.

Likewise, if they choose not to take a position, they should explain why — clearly, honestly and sincerely.

Either way, the aim should be to take a position that’s aligned with their values and purpose — and then to communicate this clearly and honestly.

Be human

Companies looking to protect their reputation in 2024 should also strive to be as relatable — if not as human — as possible.

That is, they should employ not so much artificial intelligence as emotional intelligence. In the age of AI, this may mean having real people communicate with customers — and fostering real relationships with them.

But it will also be about prioritizing soft skills such as empathy — and being more responsive to the needs of customers, employees and other stakeholders.

A recent case in point? David Calhoun, Boeing’s CEO, responding to the near-catastrophic blow-out of a section of an Alaska Airlines 737 Max-9 plane: “I didn’t know what had happened to whoever was supposed to be in the seat next to that hole in the airplane…” he told Boeing employees at a 737 factory. “…I got kids. I got grandkids, and so do you.” Owning up to Boeing’s mistakes and promising complete transparency, Calhoun added: “We need to know we’re starting from a very anxious moment with our customers.”

Be always on

It’s easy to feel overwhelmed by today’s lightning-fast world — especially if you work in communications. Responses always seem to have been due five minutes ago; opinions change like the wind; and, as we’ve already noted, companies must pick their battles wisely.

But one answer to the always-on, interconnected world we live in is to embrace it. To fight fire with fire.

Simply put, companies must be alert and agile in how they detect and respond to relevant developments. Being alert means keeping a finger on the pulse at all times — for example, by using intelligence-gathering tools that are themselves always on and which produce data about stakeholders in real-time. Being agile means reacting quickly, using up-to-date information and efficient internal processes that allow rapid decisions on the most appropriate course of action.

For those looking to navigate cultural divisions or mitigate a crisis, this may mean plugging into data tools and employing analytical skills that facilitate data-driven communications. Not only will this advance the communication function on its never-ending quest to prove its ROI, but it will also help the company understand its audience better, communicate more effectively and build trust.

Data-driven communication isn’t a silver bullet, of course.

Neither are authenticity, honesty and relatability.

Together, though, they offer optimal protection against reputational harm in the age of ongoing geopolitical crises, partisan culture wars and the unethical use of AI.