PALMOILMAGAZINE, JAKARTA – A few years ago, Indonesia’s social media landscape was shaken when a state-owned airline became the center of public attention—not for innovation or financial performance, but due to a single influencer’s review. Instead of calming the situation, the company’s response escalated the issue by filing a police report. Public backlash was swift and intense, shifting the narrative from right or wrong to a broader perception of power resisting criticism.
Although the dispute was eventually resolved, the reputational damage had already been done. The company was seen as slow and unprepared in managing the crisis. In today’s fast-moving information environment, delays often mean losing control of the narrative—usually to voices that may not be favorable.
This case highlights a critical lesson: modern crises are no longer just about facts, but about how those facts are communicated. This is where corporate communication proves its true value—not as a supporting function, but as a central pillar of business strategy.
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Traditionally, corporate communication served as a bridge between companies and stakeholders—employees, investors, media, and the public. Today, that definition is no longer sufficient. In an increasingly open and complex business environment, communication has evolved into a key driver of perception, trust, and decision-making.
Companies are no longer judged solely by what they do, but by how effectively they explain what they do.
Internally, communication ensures that corporate strategies are not just documented, but understood and embraced by employees. It fosters engagement, often becoming the differentiating factor between organizations that merely operate and those that truly progress.
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Externally, communication becomes the face of the company. It translates complex policies into clear messages, turns data into meaning, and most importantly, builds trust with stakeholders.
In times of major transformation—such as restructuring—this role becomes even more critical. Without clear communication, change is often perceived as a threat. With the right approach, it can be accepted as a necessary direction forward.
Renowned communication scholar James E. Grunig once emphasized that public relations delivers its highest value when it is integrated into strategic management. Communication becomes most effective when it is not positioned on the sidelines, but at the decision-making table alongside top executives.
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This awareness is increasingly evident in major corporations, including in Indonesia. Corporate communication is no longer seen as merely an execution function, but as a strategic partner to the board.
When positioned directly under top leadership—such as the CEO or board of directors—communication shifts from reactive to proactive. It anticipates risks, shapes narratives early, and ensures that every policy is supported by a strong communication framework.
In this role, communication does not simply explain decisions—it helps shape how those decisions are understood even before they are announced.
SOEs and the Complexity of Public Mandates
In state-owned enterprises (SOEs), the role of communication becomes even more complex—and often more political. SOEs operate not only as business entities but also as public service institutions, where every decision is subject to scrutiny.
This makes communication a frontline function.
Several major Indonesian SOEs have already positioned communication close to top leadership. PT Pertamina (Persero) integrates corporate communication directly with its board to maintain consistent messaging in the sensitive energy sector. Meanwhile, PT Telkom Indonesia (Persero) Tbk embeds communication within its digital transformation strategy to ensure changes are clearly understood.
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In the banking sector, where public trust is paramount, similar approaches are evident. PT Bank Mandiri (Persero) Tbk places communication as a strategic function linked to high-level decision-making. Likewise, PT PLN (Persero) relies on communication as a key tool to address critical issues, from tariff policies to energy transition.
These examples reinforce a clear conclusion: in SOEs, communication is not just a tool—it is an instrument of legitimacy.
Ultimately, corporate communication is not merely about organizational structure. It reflects a deeper understanding that communication itself is a form of power—the power to shape perception, influence opinion, and maintain—or lose—public trust.
Companies that recognize this will place communication at the heart of their strategy, not as a trend, but as a necessity.
Management thinker Peter F. Drucker once noted that no executive is disadvantaged by having a strong and effective team. In this context, the communication team is a vital part of that strength—often working behind the scenes, yet playing a decisive role.
When communication aligns with leadership, organizations do more than move forward—they move with clarity, coherence, and, most importantly, sustained trust.
In an era where information travels faster than decisions, true competitive advantage may lie not in who acts the fastest, but in who can best explain why they act. (*)
Author: Renaldi Zein, M.A. / Communications expert and media professional, alumnus of the University of Indonesia’s Master’s program in Communication, member of the RRI Supervisory Board from 2005 to 2010.
