
Best Practice & Key Takeaways: Crisis Longevity in the Digital Age
Best Practice & Key Takeaways from the combined quantitative and qualitative analyses of corporate crises examined in the paper “Crisis Longevity in the Digital Age”.

A World in Flux
In an era defined by geopolitical instability and ideological fragmentation, the ability of institutions and corporations to respond with clarity, courage, and consistency has never been more important. As the liberal international order wanes, replaced by transactional alliances and fragmented global blocs, communicators must navigate a world where power is less predictable—and silence more dangerous.
This short exploration uses the example of Prof. Dr. h.c. mult. Reinhold Würth, long-time Chairman of the Advisory Board of the Würth Group, to illustrate what responsible, value-driven communication can look like in practice. It also draws selectively on the thesis of Finnish President Alexander Stubb, who outlined the contours of this new world disorder in his 2024 lecture at BI Norwegian Business School.

When Leadership Becomes the Crisis
Reputation crises come in many forms, but few are as challenging as when the source of the crisis is the company’s own leadership. When a high-profile executive or majority owner makes controversial statements, aligns with political extremes, or engages in erratic behavior, the fallout can be severe.

When Internal Memos Go Public
In today’s hyperconnected world, internal memos, confidential reports, and executive emails can quickly become front-page news. Whether it’s layoff details leaked before official announcements, sensitive financial data reaching competitors, or executive remarks sparking controversy, corporate leaks can severely damage trust and internal stability.