Strategic Crisis Communications: Listening, Planning, and Proactive Outreach
In today’s business environment, the ability to anticipate events a step or two ahead is crucial. It’s not about waiting to react but about staying ahead of the curve. In a recent interview with a major publication, Polina Trizonova, head of the press service at Sberbank, outlined how enterprises can organize their press offices to navigate external crises effectively and minimize disruption.
“The action plan during an external crisis is straightforward: maintain contact with all leaders, monitor the real and informational landscape continuously, develop scenario trees for possible developments, and, in parallel, shape clear communications,” Trizonova explained. “Anticipating events 1-2 steps ahead is essential to avoid playing catch-up.”
She noted that while social networks and blogs have become established channels for outreach, the most significant reach and brand messaging often still come through traditional media. This underscores the continued importance of a strong media relationship to reach broad and diverse audiences.
“Our focus is on the largest companies across the real economy—industry, retail, finance, telecom, and beyond. If you examine the topics that drive conversations, about 90 percent are initiated by journalists. These are the issues that gain traction in the public sphere,” the Sber press service head observed. This insight highlights how media-driven narratives shape public understanding, even as digital channels proliferate.
For industrial firms of all sizes, working with the media should be a priority. The playbook includes a mix of approaches tailored to different situations and audiences. Tools range from targeted situational PR to in-depth explorations of complex topics. This can involve informal briefings with journalists, press conferences, or structured, programmatic interviews associated with new product launches or strategic developments.
In practical terms, a resilient crisis communications strategy blends timely updates, transparent messaging, and a steady cadence of media engagement. It also involves preparing spokespersons to articulate value propositions clearly, address difficult questions with candor, and provide credible information supported by concrete data. The goal is to sustain trust, preserve reputation, and keep stakeholders informed as events unfold.
Beyond the immediate response, organizations should invest in ongoing media literacy inside the company. This means training spokespeople to read the information environment accurately, recognize emerging narratives, and respond in a way that aligns with corporate values. A well-documented plan that includes contact networks, key message maps, and escalation protocols makes it far easier to move quickly without sacrificing accuracy or consistency. (citation: interview with Polina Trizonova, Head of Press Service at Sberbank, published in Kommersant)