Ever since former newspaper editor Phil Hall started The PHA Group two decades ago, we have been known for our expertise in crisis communications and have won multiple awards for our work. But crisis and reputation management has changed significantly in the last 20 years, as the risk landscape has become ever more complex in a fragmented world.
In this month’s special edition of the Reputation Report, our team of experts reflect on four key trends from the last two decades that have shaped today’s environment and consider the lessons to be learned from four pivotal communications crises.
If you prefer to watch rather than read, we’ve put together a quick video recap of this month’s report, highlighting the key insights and takeaways. Head over to our YouTube channel to watch November’s Reputation Report here.
The Shifting Sands of Media Scrutiny
Tim Jotischky, EVP, Reputation
Twenty years ago, I was working at the Daily Mail. Even then, the industry felt different to the newsroom I joined in 1991, when tabloid journalism still resembled the Wild West. One moment captured this shift: a well-known football manager had an affair, the husband wanted justice, and we had the evidence. Yet we couldn’t publish, because their text messages were private. Privacy law had changed the rules.
That shift reshaped crisis communications. Media power no longer sits solely with national newspapers. Today, a fragmented landscape means misinformation spreads faster, and narratives evolve before journalists can verify them. Publish-first-check-later is now routine. Outlets may correct stories, but aggregators have already blasted them worldwide.
For crisis communications professionals, this creates opportunity and risk. Scrutiny is less concentrated, but more chaotic. Journalists work at a breakneck pace and often welcome clear, timely engagement. Understanding how a story will land, anticipating the angles, and preparing for rapid escalation remain essential skills.
Despite all the disruption, the legacy of the tabloids is still felt. The UK media ecosystem is unique and highly competitive, and the “big beasts” continue to influence the national conversation. Brands that ignore them often learn the hard way.
The Emergence of Online Reputation
Harry Cox, Account Director, Reputation
When PHA launched in 2005, Twitter didn’t exist. Instagram was five years away. In two decades, online reputation has become central to crisis communications. Today, a brand’s image isn’t shaped only by editors and journalists; it is co-created by millions of users in real time.
This decentralisation makes protecting reputation more complex. Messages can trend, mutate, or be weaponised within minutes. Yet online platforms also give brands a direct line to the public. They can publish a statement instantly, challenge misinformation, or share context without relying on editorial filters.
A company’s reputation now lives in its online footprint—Google results, social content, interviews, and increasingly AI-generated summaries. Strong, authoritative PR coverage carries more weight than ever. A single high-quality article can dominate search results for years.
AI will further reshape crisis communications. Algorithms favour sources with strong domain authority, meaning traditional media still matters. Positive press and consistent messaging influence not only public perception but also how AI tools represent a brand.
The landscape is louder and more volatile, but strategy and agility provide control. With the right digital insights, brands can anticipate storms, respond effectively, and reinforce their credibility.
The Challenge of Being a Good Corporate Citizen
Robin Brant, SVP, Reputation
Not long ago, brands focused mainly on aspiration—identity, lifestyle, ambition. Purpose-driven companies like The Body Shop existed, but they were outliers. Over time, consumers demanded more. Social movements grew louder, and corporate leaders faced pressure to take public positions on political and cultural issues.
This shift created new expectations in crisis communications. Speaking out can build loyalty or trigger backlash, depending on the audience. BrewDog’s now-abandoned carbon offset forest illustrates how well-intended ethical initiatives can falter if they fail to match reality. Adidas learned a similar lesson when its stance on Xinjiang cotton led to boycotts in China and a collapse in market share.
ESG brought moral and environmental scrutiny to the boardroom, but leaders also confront a more pragmatic mood today. With economic pressures rising, many consumers prioritise price over principles, and companies must balance values with value.
The risk for brands is clear: any stance needs authenticity, consistency, and long-term commitment. Consumers quickly spot performative behaviour. A declaration without meaningful action creates reputational vulnerability.
Purpose still matters, but the pendulum sits closer to the centre. Leaders who communicate clearly, act consistently, and consider the full global impact of their decisions build trust—an essential asset in modern crisis communications.
The Rise and Fall of Cancel Culture
By Fredrik Jonsson, Associate Director, Reputation
Two decades ago, “cancel culture” didn’t exist. Reputations rose or fell through long newspaper campaigns or courtroom outcomes. Then social media rewrote the rules, compressing the lifecycle of a crisis into hours.
Hashtags became the new court of public opinion. #MeToo highlighted the power of collective voices and exposed systemic issues. But as the movement evolved, certain groups weaponised cancellation to punish dissent or push narrow agendas. Kathleen Stock and JK Rowling both faced intense, polarising campaigns. Brands suffered too: Bud Light lost billions after a single influencer partnership triggered cultural backlash.
In crisis communications, this era demanded unprecedented speed. Brands needed to monitor sentiment constantly, act quickly, and weigh the risks of responding or staying silent.
Today, the public appears fatigued by constant outrage. Debate feels more nuanced, and reactions less explosive. But the lessons remain: leaders must judge when to apologise, when to defend their position, and when to let noise burn out.
Nuance, timing, and strategic silence have become essential tools in modern crisis communications.
4 Pivotal PR Communication Crises Since 2005
Prince Andrew’s defenestration
The fact that Andrew Mountbatton-Windsor is still in crisis mode six years after his ill-fated Newsnight interview says it all. Poorly advised and unwilling to accept personal responsibility, he has never been able to escape the Jeffrey Epstein scandal. It has destroyed his reputation and dogged the Royal Family, damaging respect for the institution.
When media scrutiny intensified, the private citizen formerly known as Prince Andrew thought he could contain it, but he was winging it – never a sustainable strategy and one that has consistently unravelled in the ensuing years. Agreeing to a settlement with his accuser, Virginnia Guiffre, did not insulate him from further scrutiny; it simply raised fresh questions. His personal conduct, lifestyle, business dealings and a sense of entitlement have all contributed to a perfect storm.
VW Emissions Scandal
In 2015, the U.S. Environmental Protection Agency revealed that Volkswagen had installed illegal “defeat devices” in 11 million diesel vehicles to cheat emissions tests, leading to a $30bn payout in fines and compensation. It undermined the brand’s claim to be environmentally responsible, and CEO Martin Winterkorn resigned within days. VW restructured its management and compliance systems, launched an internal cultural and ethical overhaul programme and ultimately pivoted towards electric vehicles to rebuild its reputation.
The lesson was that a crisis communications strategy can only work if there is a genuine willingness to change the corporate culture by embracing fundamental and far-reaching reform; words are cheap, actions matter.
BP Deepwater Horizon explosion
The Deepwater Horizon oil rig, operated by BP in the Gulf of Mexico, exploded in 2010, killing 11 workers and causing the largest marine oil spill in history. It was an unmitigated PR crisis, culminating in CEO Tony Hayward’s disastrous TV interview with the irascible phrase: “I want to get my life back”, which led to his resignation. Hayward disliked media interviews and rarely did them – a lesson that no business leader can neglect mastering media communications, it’s an essential part of the job.
BP’s initial communication was slow, defensive, and out of touch; only after a widespread backlash did they launch a rebuild campaign including daily briefings, apology ads, and community compensation.
Uber corporate meltdown
“Uber is good at what it does, but you wouldn’t invite it home to meet your mother”, wrote David Waller and Rupert Younger in The Reputation Game. It summed up the company’s image after multiple crises from 2017 exposed shortcomings in ethics, leadership and corporate governance. Accusations of aggressive rule-breaking to avoid local transport laws led to battles with regulators, undermining Uber’s image as an innovative disruptor, instead portraying it as reckless, arrogant, and unethical.
Uber replaced their CEO, rebranded its internal culture around “doing the right thing” and shifted messaging from “disruptive” to “trusted and safe.” A brand’s reputation is forged by both capability and character – they are equally important.
Beyond our 20-year reputation review, our Reputation Management team helps organisations and individuals navigate crises, protect their credibility, and rebuild trust. Get in touch today to find out how our team of specialists can support you.
Explore More From Our 20-Year Anniversary:
As part of our 20th-anniversary celebrations, we’re exploring two decades of transformation across PR and communications while celebrating our rich heritage from over the years: