Jo Harris has commenced a role at Viking as Senior Manager, Communications (ANZ). She was at Pureprofile for nearly nine years, where she held multiple roles, including as Global Head of Marketing & Communications, leading the development and execution of global marketing and communications strategies, and supporting B2B, B2C, B2I and B2E audiences. 

Prior to her comms career, Jo worked in the journalism field as a feature writer and editor at Kidspot.com.au. 

In 2025, crisis communications has evolved far beyond the reactive firefighting that once defined the practice. Across Telum Media’s coverage this year - from APAC to the Middle East - communicators weren’t just responding to incidents; they were building systems. What used to be statement-first work is now a capability-led function, grounded in rehearsal, alignment, and credibility under pressure.

In a forward-looking conversation, Blackland PR set the tone early, forecasting “a tough year for communicators in New Zealand” and urging organisations to be upfront sooner rather than later. The agency's analysis suggests the modern playbook is less about responding faster and more about being ready earlier.

AI and crisis readiness
Technology has reshaped preparedness in 2025, with AI shifting from a novelty to a structured planning system. The question is no longer what tools exist, but how teams train with them.

Branson and Ayliffe's crisis consulting offering and FINN Partners’ AI-powered crisis training platform mirrored this direction, signalling that simulation-based readiness has become a standard expectation. Preparedness has moved from asking ‘what if’ to planning for ‘when it happens,’ with teams stress-testing messaging, identifying weak points, and running spokespeople through real-world scenarios.

A study from Sefiani and insights from Craig Badings, Partner and Head of Reputation at SenateSHJ, affirmed the same cultural shift: crisis response is operational, not optional.

Context and judgement
If technology is reshaping systems, context continues to guide judgement. No two crises are the same, and communicators must strike the balance between transparency and privacy, as well as public interest and potential harm. As Polly Cunanan, Head of Communications, APAC at Médecins Sans Frontières, noted, “The decision to make a public statement is rooted in the principle of témoignage, which means ‘bearing witness’ to what its teams see on the ground.”

Similarly, Shehana Darda-Teixeira, Executive Director, Communications and Engagement at the NSW Reconstruction Authority, emphasised on purpose-first messaging, in which communications should support people in trauma, not simply acknowledge events.

Internal alignment in crisis response
Even the strongest frameworks can fall apart when internal alignment is missing. In a discussion with four agency leaders, one theme stood out: crises move at viral speed, making it critical for leadership, legal, operations, and communications to align before the narrative takes over.

As Douglas Wright, Chief Executive Officer at Wrights Communication, warned, in today’s “digital circus”, collateral damage is no longer a possibility; it’s a certainty. When the risk shows, said Julia In, Director, Media and Spokesperson Training, JIN Consulting, PR is "a triage unit, streamlining communications and implementing protocols across management and staff."

Yet it's always better to practice prevention than containment. Ong Hock Chuan, Managing Partner at Maverick Indonesia, stressed that communications must be embedded in board-level risk planning to judge whether an incident is blameless or an ethical breach. Because once it contradicts corporate values, warned Loretta Ahmed, Founder and CEO at Houbara Communications, private conduct becomes corporate risk.

Taken together, these perspectives show a simple reality: teams must establish internal consensus on values, thresholds, and response pathways early, because trust cannot be improvised in the middle of a crisis. The views of Carolyn Devanayagam and Hin-Yan Wong at Weber Shandwick echoed this shift, adding that clients now expect agencies to integrate directly into crisis workflows rather than operate at the edges.

Recovery and reputational rebuilding
No crisis plan is complete without a recovery pathway. How an organisation behaves after the immediate incident determines whether trust is restored or further eroded. In an interview with Nicole Reaney, CEO & Founder at InsideOut Public Relations, she framed recovery as a stepwise process: acknowledge mistakes, take responsibility, and follow through with action. Her view reflects a wider trend - rebuilding trust takes time and consistent effort.

Adam Harper, Founder & Managing Partner at Ashbury, shared a similar approach, urging brands to communicate from values, not convenience. Alice Smith, APAC Communications Lead at Shopify, added that timely, transparent, and empathetic communication is critical to restore reputational trust and foster long-term loyalty.

These insights align with findings from the Oxford–GlobeScan Global Corporate Affairs Survey, which show that crisis awareness is no longer siloed in communications but embedded across corporate strategy. As uncertainty and political polarisation continue, organisations are returning to human-centred fundamentals: clear, proactive communication, strong stakeholder engagement, and relationship-building that earns trust over time.

What's next?
If 2025 strengthened the crisis playbook, 2026 will test whether these lessons take root. As Maggie Au, Head of Client Services at FCR, pointed out, communication isn’t just about sending messages; it’s a key part of strategy, shaped by politics, local context, and societal expectations.

Organisations that identify issues early, embed learnings into daily operations, and treat crisis readiness as an ongoing discipline will be better positioned to respond effectively and lead with resilience when the next disruption arrives.

Raffles Hotel Singapore has appointed Allison Worldwide as its strategic communications agency, following a competitive review.

Under the remit, the agency provides strategic counsel, media relations, and engagement support to strengthen the hotel’s brand positioning, leadership visibility, and build deeper cultural resonance.

“We were seeking a partner who could bring clarity, strategic depth, and a refined approach to storytelling. Allison stood out for their ability to honour our heritage while helping us shape a modern narrative: one that deepens discovery and reflects Raffles’ evolving place in Singapore’s cultural and hospitality landscape,” said Jesmine Hall, Director of Commercial Marketing at Raffles Hotel Singapore. “Their understanding of the media environment and ability to prioritise what matters most will be key to meaningfully amplifying our brand.”

Jeremy Seow, APAC Chief Operating Officer at Allison Worldwide, added, “Our role is to bring strategic clarity and integrated communications thinking to a beloved brand that continues to define luxury – not just through heritage, but through its ability to elevate with intention and lead with purpose.”