The sudden departure of SAP Hungary’s managing director, and the scandal that unfolded around it, once again highlighted that crisis management requires more than quick reaction. Thoughtful, well-structured and consistent communication plays an equally critical role. Without it, a company’s reputation can suffer long-term damage. This case also shows that ambiguity and vague wording often cause greater harm than the initial crisis itself. The aim of this article is not to detail the events at the company or to speculate, but to illustrate the challenges of managing a crisis rooted in organisational culture and structure.
When employees feel they are the last to know, they start looking for the exit. In our latest study, 61 % of people thinking about changing jobs said poor internal communication was a leading factor. At the same time, only 23 % of the global workforce is engaged at work, while the productivity drag from disengagement costs a typical S&P 500 company up to US $355 million every year.
FleishmanHillard Budapest organized a press event for Deloitte Hungary, where we presented the key findings of the study. The discussion focused on the dynamics of market consolidation, the capital position of regional banks, and the relationship between economies of scale and M&A activity. We also engaged with representatives from leading media outlets to discuss the challenges and opportunities facing the sector.
On 8 August, together with Deloitte, we welcomed members of the media to a unique press event in the VIP skybox of Budapest Park. With Irie Maffia and Hősök performing in the background, the atmosphere was truly unforgettable. The evening offered opportunities for informal conversations, professional exchange and strengthening personal relationships – because we believe that the true power of modern PR tools lies in trust, and trust is built in person.
The sudden departure of SAP Hungary’s managing director, and the scandal that unfolded around it, once again highlighted that crisis management requires more than quick reaction. Thoughtful, well-structured and consistent communication plays an equally critical role. Without it, a company’s reputation can suffer long-term damage. This case also shows that ambiguity and vague wording often cause greater harm than the initial crisis itself. The aim of this article is not to detail the events at the company or to speculate, but to illustrate the challenges of managing a crisis rooted in organisational culture and structure.
When employees feel they are the last to know, they start looking for the exit. In our latest study, 61 % of people thinking about changing jobs said poor internal communication was a leading factor. At the same time, only 23 % of the global workforce is engaged at work, while the productivity drag from disengagement costs a typical S&P 500 company up to US $355 million every year.
