Ideas in Action

Rineta Mitsi,

General Secretary, CAPA

You never know what you might hear during a self-analysis session with communications professionals. You may, for instance, learn that the iconic white Cycladic islands were first “whitewashed” decades ago—mainly for public-health reasons. Or you may find yourself pondering a burning question like: “Which modern construction in the region of Attica is, deep down (very deep down!), a true example of Cycladic architecture?” (Unfortunately, we can’t disclose that—so you’ll just have to stay curious!)

Don’t be fooled by this apparent Cycladic fixation. When you leave such a session, you’re bound to take away at least two or three good stories: one that makes you laugh, another that makes you nod with understanding, and certainly one that sticks in your mind long after you’ve gone. And if you’re feeling a little braver, you might even share a story of your own—one you’ve kept inside for years and never told anyone… just to finally let it out!

Disclaimer: If you’re reading this and you’re not a professional in corporate affairs or communications, chances are this (and perhaps what follows) will seem completely irrelevant. But if you are one of us—and still don’t quite get what we’re talking about—read on, and make sure you don’t miss any of the upcoming “capacities powered by CAPA” events.

With so many communication experts gathered in one room, it’s hard to resist the temptation to “prod” them a little—to make them share some extra wisdom. That was precisely the idea behind the experimental “In Therapy” session held in May 2025, as part of the first capacities event series. And for those of us who were there—it’s safe to say the experiment worked.

The goal was to make use of the comfort and safety of a Chatham House Rule* environment, encouraging participants to share stories, lessons, and hard-earned insights. This time, the topic was “The Circle of Truth: Protecting Corporate Reputation in the Era of Fake & Deepfake News.” Attendees were invited to share real-life stories of dealing with false or manipulated information.

There were many stories (classified, of course).
And plenty of practical takeaways — so here’s a glimpse:

• When facing fake or deepfake news, it’s challenging to clarify the situation quickly. You soon realise that entire groups of stakeholders can get “dragged” behind a falsehood, while you’re fighting for a bit of space to shout the proverbial, “Honey… It’s not what you think!”
• The best way to handle such situations is to be out there speaking up. Repeat your side of the story and your organization’s position, again and again. Never let your guard down—no matter how small or harmless a threat may seem—because what starts small can spiral out of control fast.
• Maintain your presence on the ground, give truth a face, and fight for solutions in person. Dialogue is irreplaceable when it comes to dispelling misunderstandings—especially when engaging with local communities (sometimes it helps to “have that glass of tsipouro” together). When dealing with absurdity, persistence and repetition of the truth are your best tools. Seek partnerships or activate collective bodies to amplify that truth.
• Of course, sometimes—even if you wield the “Excalibur of truth”—you won’t convince someone who doesn’t want to believe.
• Corporate Affairs professionals often must invest enormous energy in combating lies, armed with very few tools against armies of trolls. Creativity becomes a necessity. What we must never do, however, is fall into the trap of misinformation ourselves to score a short-term win. In the age of social media, even a “white lie” can be career-ending.
• The challenges of managing an organisation’s reputation are many and complex. Yet ethics must always remain our strongest compass. One of the most significant responsibilities of a Corporate Affairs professional is to use the power of their budget responsibly and never participate in the circulation of fake news.

As the first “In Therapy” session wrapped up, one clear need emerged: the creation of a Code of Conduct—a framework that will define and safeguard the boundaries of our profession.

This is one of the first initiatives CAPA—the Corporate Affairs Professionals Association—has committed to undertaking. Our goal is to give Corporate Affairs professionals the vital space they need to communicate, to grow, and yes—even to “self-analyse”—within a familiar and safe environment.

Till the next session… “In Therapy,” we trust.

* Chatham House Rule: We are all free to use the information shared, but we are bound not to attribute any views or comments to specific individuals or organisations. This way, we protect the identity of those who share their insights.

How corporate reputation becomes value for shareholders and employees

By Roi Haikou,

Member of the Board of Directors, CAPA

In a world changing at breakneck speed—where even certainty has lost its certainty—and in a public discourse moving at the pace of social media, Corporate Communication can no longer be confined to image management. Its role is far deeper: it is about building trust. Trust is perhaps the most powerful—and at the same time the most fragile—capital a company possesses. It cannot be bought, imposed, or built overnight. Just as Rome wasn’t built in a day, trust is earned through consistency, transparency, and authenticity.

From storytelling to trust-building

For years, companies invested in storytelling, focusing on their ability to tell a good story. Today, however, society is not satisfied with stories, even though it will always consume them. It asks for something more: proof. “Storytelling” without “trust-building” serves no real purpose—it creates gaps. People, whether customers, partners, employees, or shareholders, are now stakeholders with a voice and influence. They judge companies by how closely their actions align with their words. Trust is born when narrative meets action. When communication reflects genuine culture, rather than being a tool for impression management (let’s be honest, impressions will never disappear; it's the values we seek and those who are willing to serve them…).

Reputation as a measurable value

A company’s reputation is no longer an abstract or “soft” concept. It is a measurable value with a tangible financial impact. We see study after study confirming that companies with strong reputations attract investors, partners, and talent more easily, enjoy greater confidence from the markets, and demonstrate higher resilience in times of crisis (i.e. Reputation Resilience in Uncertain Times — Ipsos 2025). In an environment where intangible assets—such as brand, reputation, and trust-based relationships—represent a significant share of a company’s total value, communication acts as a lever of strategic differentiation.

Internal trust as a starting point

Reputation isn’t built only externally. It starts from within. Employees are the first carriers of the brand, the most authentic narrators of a company’s culture. When people feel heard, trusted, and supported by their organisation, they become their strongest ambassadors. Internal communication and a culture of dialogue are the foundations upon which external credibility is built. No campaign can be convincing if it doesn’t reflect a genuine, lived culture.

The Communication Expert as the reputation guardian

The role of Corporate Communication professionals has changed radically. From “crisis managers,” they have evolved into strategic partners to leadership—custodians of reputation and trust, and ultimately, integral members of Corporate Affairs. Their contribution is not measured only in exposure or visibility, but in business resilience and value alignment. They are the bridge between strategy and people, between management and society, between the company’s “must” and the public’s “expectation.”

Communication is not a soft skill — it’s a hard asset

Communication is not a decorative element, nor a mere tool for image management. It is a complex, measurable corporate asset of the most critical success factors of any business. For instance, how do you price the prevention of a crisis? How much budget is saved through strong media relations that avert a wave of negative publicity? Or what added value arises from restoring communications and healthy relationships with a key stakeholder?Communication is not a cost center—it is a value generator: for shareholders, the management teams, the CEOs, and employees.

Perhaps this is the essence of our professional mission: to remind, through words and actions, that trust is the most enduring currency of every era. In an age where trust has become a rare commodity, those who can create and sustain it hold the most powerful competitive advantage. And that is the true challenge for Corporate Affairs and Corporate Communication today: to turn reputation into value and trust into a force for growth.

CAPA – Corporate Affairs Professional Association supports and promotes the role of Corporate Affairs professionals who stand at the heart of this transformation: from communicating image, to communicating trust.