InfoSAWIT, JAKARTA – Several years ago, social media was shaken when a state-owned airline company suddenly came under public scrutiny—not due to service innovation or financial performance, but because of a single influencer’s review. The company’s response escalated the situation, filing a police report. Public reaction was swift—and harsh. The narrative shifted from right or wrong to one of power perceived as intolerant of criticism.

The case was eventually settled amicably. However, as with many reputation crises, the damage had already been done. The company was seen as slow—even unprepared—in responding. In today’s fast-moving public sphere, delay means surrendering control of the narrative, often to unfavorable voices.

This underscores a key lesson: modern crises are not only about facts, but about how those facts are communicated. This is where corporate communication proves its relevance—not as a complement, but as a core function.

Traditionally, corporate communication serves as a bridge between companies and stakeholders—employees, investors, media, and the public. But that definition is no longer sufficient. In an increasingly complex and open business landscape, communication has evolved into something more fundamental: shaping perception, safeguarding trust, and influencing choice.

Companies are no longer judged solely by what they do, but by how they explain what they do.

Internally, communication ensures that strategies are not merely documents, but are understood and embraced by employees. It builds engagement—often the difference between organizations that merely operate and those that truly move forward.

Externally, communication becomes the company’s face. It simplifies complex policies, translates numbers into meaning, and builds public trust.

In times of major transformation such as restructuring, communication becomes critical. Without it, change is perceived as a threat; with it, change can be accepted as direction.

American communication scholar James E. Grunig once stated that public relations is most valuable when it is part of strategic management. This means communication achieves its highest value when it is not on the periphery, but at the center—alongside decision-makers.

In many large companies, including in Indonesia, this awareness is growing. Communication is no longer merely an executor, but a strategic partner to the board.

When placed directly under top leadership—CEO or board—communication becomes proactive rather than reactive. It anticipates risks, designs narratives from the outset, and ensures that every policy is supported by a strong communication foundation.

In this position, communication does not simply explain decisions—it shapes how those decisions are understood even before they are announced.

SOEs and the Complexity of Public Mandate

Within state-owned enterprises (SOEs), corporate communication carries an even more layered—often political—role. SOEs do not only operate as businesses; they carry public mandates. Every decision, no matter how small, can come under scrutiny.

Here, communication stands on the front line.

Several major SOEs in Indonesia have placed communication close to top leadership. At PT Pertamina (Persero), corporate communication intersects directly with the board, maintaining narrative consistency in a sensitive and high-impact energy sector. At PT Telkom Indonesia (Persero) Tbk, communication plays a central role in digital transformation, ensuring changes are understood both internally and externally.

In the banking sector, where public trust is paramount, PT Bank Mandiri (Persero) Tbk integrates communication into top-level decision-making. Meanwhile, PT PLN (Persero) positions communication at the forefront in explaining electricity policies, energy transition, and customer-related issues.

All of this reflects one reality: in SOEs, communication is not merely a tool—it is an instrument of legitimacy.

Ultimately, corporate communication is not just about organizational structure. It reflects a deeper awareness—that communication is power. The power to shape perception. The power to influence opinion. The power to sustain—or lose—trust.

Companies that understand this will place communication at the heart of strategy—not as a trend, but as a necessity.

Management thinker Peter F. Drucker once noted that no executive has ever suffered from having strong and effective subordinates. In this context, corporate communication teams are part of that strength—often unseen, yet decisive.

When communication aligns with leadership, organizations do not merely move forward. They move with clarity, coherence, and trust.

In an era where information moves faster than decisions, true advantage may lie not in who acts fastest, but in who can best explain why they act. (*)

Author: Renaldi Zein / Communication expert and media professional, Master’s graduate in Communication from the University of Indonesia, Member of the RRI Supervisory Board (2005–2010).