In a comprehensive review of major reports on global risk, Rod Cartwright emphasises the complex challenges facing organisations and highlights opportunities for corporate communicators.

Rod Cartwright has reviewed eight reports on global risk over the past 12 months. Reputation, Risk and Resilience 2024 is a literature review unlike any other that asks important questions about the future of the planet, society and life itself.

All the agenda-setting reports on reputation, risk and trust have been included: G4S's World Security Report, Edelman Trust Barometer, Ipsos Reputation Council Report, The Page Society CCO Views into 2024, World Economic Forum Global Risks Report, Gallup’s State of the Global Workplace and the Business Continuity Institute’s Horizon Scan Report.

The next two years are going to be tough. It would be very easy to get depressed about the report's conclusions. Cartwright himself cautions against this and calls on corporate communicators to use risk management, crisis preparedness and resilience-building as a source of positive value.

“As embedded as the ‘new abnormal’ may feel, real opportunity lurks beneath the sense of permacrisis. With the right mindset, preparation and action, leaders can use risk management, crisis preparedness and resilience-building to unlock considerable latent value, rather than viewing them as irksome and costly insurance policies,” said Cartwright.

The report highlights ten key themes that shape the current global risk landscape – including geopolitical tensions, misinformation and polarisation, cyber threats and climate change.

These themes underscore the complex and interrelated nature of the risks facing organisations and society, emphasising the need for proactive risk management, crisis preparedness and strategic decision-making to navigate the challenges and opportunities ahead.

Reputation, Risk and Resilience 2024 also equips corporate communicators and risk planners with a strategic list of questions to address, as they work enhance risk preparedness and resilience.

The questions cover topics such as building resilience as a cultural outcome, recognising the importance of internal culture and behaviour, ensuring relationship continuity and prioritising the human imperative in crisis preparedness.

 Cartwright shared a prepublication draft of the Reputation, Risk and Resilience 2024 with me last week. I was determined to read it with a positive mindset and seek out the opportunity. Here’s what stood out for me.

1. Emphasise the company's role in driving positive change

With high expectations for businesses to address societal issues, communications should focus on showcasing the company's efforts in areas such as economic growth, job creation and environmental sustainability. For example, highlighting initiatives to reduce carbon emissions or supporting local communities can demonstrate the company's commitment to being a force for good (The Page Society). 

2. Foster trust through transparent and science-based communications

As scientists are the most trusted sources of information on innovations and technologies, corporate communications should leverage scientific expertise to build trust. This can be achieved by collaborating with experts, sharing research findings and ensuring that communications are accurate, transparent and easy to understand (Edelman Trust Barometer).

3. Showcase the company's responsible approach to AI and innovation

With AI viewed as both transformative and potentially risky, communications should emphasise the company's responsible and ethical approach to implementing AI and other innovations. This can include highlighting the development of robust AI governance policies, demonstrating how AI is being used to benefit stakeholders and addressing any concerns proactively (Ipsos Reputation Council Report).

4. Strengthen employee engagement and well-being

As employee engagement and well-being are critical issues, corporate communications should prioritise internal communications that foster a sense of purpose, belonging and support. This can include sharing stories of employee success, highlighting the company's efforts to create a positive workplace culture and providing mental health resources (Gallup State of the Global Workplace Report).

5. Demonstrate leadership in addressing polarising issues

While engaging with polarising issues can be challenging, companies that navigate these topics successfully can build trust and credibility. Corporate communicators should develop clear, consistent messaging that aligns with the company's values and purpose. Companies can demonstrate leadership in addressing complex social issues by engaging in dialogue with stakeholders, addressing concerns transparently and taking meaningful action (Ipsos Reputation Council Report).

6. Leverage partnerships to amplify impact

With the growing demand for business/government partnerships on innovation, corporate communications should highlight the company's collaborations with other organisations to address global challenges. By showcasing successful partnerships and their impact, companies can demonstrate their commitment to driving positive change and building stakeholder trust (Edelman Trust Barometer).