When you work across regions and languages like we do, you quickly notice that even if reputational and communications challenges are similar, the attitude and approach to tackle them can be quite different. This makes our work much more interesting and engaging, but it also means we need to stay adaptable and flexible and never assume we can copy + paste a strategy from one market to the next.
Things like cultural practice, regulatory environment, media and business landscape and even local current events, can affect how a PR and comms strategy is evaluated and executed. We’ve identified a few themes that keep coming back in conversations, where we’ve had to adapt to quite distinctive approaches depending on the region.
- Artificial intelligence: It wouldn’t be a 2026 blog without this mention. As its use becomes widespread, it has moved from timid trials to a more routine component of messages. Companies must articulate clearly and frequently not just what their AI does but how it is governed, monitored and controlled. In some contexts, like the United States, there’s more of a focus on promoting cutting-edge innovation and making use cases known, even at pilot stage. In others, such as the EU, where regulation on AI is becoming more stringent, messaging must be adapted and the focus moves to risk management and transparency on processes. Elsewhere, countries are advancing their own governance frameworks that balance risk control and innovation, such as in Japan, China and Singapore.
- DEI and ESG: Localised pushback against these concepts has forced some PR teams into reframing them, embedding them within broader strategic messaging. At the same time, companies face parallel pressure in other regions to uphold existing pledges and commitments, driven as much by employees as by external actors. For global companies, this dynamic can create significant tension. In some jurisdictions, sustainability messaging also constitutes regulated disclosure, adding a further layer of complexity.
- Regulation and disclosure: Further to the previous point, regulation does have an impact on communications strategy, notably in industries like financial services and reinsurance. In addition to sustainability, as mentioned earlier, this is particularly visible in areas such as risk, financial resilience and change management. Depending on jurisdiction, the tone may vary in how heavily it relies on disclaimers, often shaped by close collaboration with legal and compliance teams. Sometimes, rules around what constitutes commercial messaging and what doesn’t are also at play.
- Reactive communication: While the fundamentals of crisis communications are global, speed, tone and transparency expectations differ. Some markets prioritise rapid acknowledgment and ongoing updates, even with incomplete information. In cases like data breaches, this is may even be coded in law or industry guidelines. Other markets favour a more considered, controlled response once all facts are fully established. Misalignment here can lead to reputational risk if globally designed responses are perceived as either too slow or too hasty.
- Executive visibility: Expectations of leadership communication differ widely. In some countries, it’s widely accepted to have visible and opinionated executives who engage regularly on external platforms, sometimes through a relatively informal format or tone. In contrast, other regions would rather see a more measured institutional voice, where individual visibility is carefully calibrated and tends to be more formal. For us, this means considering local expectations around authority and credibility when we advise executives on their presence, particularly on social media. In markets where a more restrained external tone is expected, we often recommend making greater use of internal channels to build authenticity and connection, allowing leaders to appear more personal and approachable without compromising external expectations.
While reputations are increasingly global and interconnected, a centralised narrative is not always effective for companies. Corporate communication practitioners today must have a nuanced understanding of local contexts, stakeholders and sensitivities. For organisations operating in multiple markets, this means considering a modular communication model, that starts with a global strategy but allows flexibility for local adaptation beyond translation. Adapting tone, emphasis, timing and channels helps messages resonate meaningfully in each market.