2026 is a watershed moment for corporate communications: reputation has never been more valuable, trust has never been more fragile, and artificial intelligence has never had such a profound impact on what information consumers and decision-makers see first. In this complex environment, PR is no longer just a complementary tactic—it is a strategic business function that directly impacts growth, risk management, and long-term competitiveness.
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.
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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.
One of the most important steps in successful crisis management is determining what type of crisis we are dealing with — and choosing the right strategy accordingly.
When we are affected by the situation, it is easy to think that even a negative article or bad news justifies activating our crisis communication systems (if we have them, of course). However, it is worth knowing that, according to a 2023 study, every negative word in a headline increases the readership of a given article by an average of 2.3%. So, understandably, the press and readers will always be more interested in a headline that presents a situation in a negative light.
Having left the Café Group last year, formerly known as Café PR, the team, which has won multiple domestic and international professional awards, has finally left the past behind and renewed itself. Under the name FleishmanHillard, they continue to work as one of the largest international communications agencies in Budapest, operating as an independent office. Complemented by new business lines and backed by experienced senior colleagues, they offer a renewed, modular range of services that has made them a recognized player in the market over the past 25 years.
One thing remains constant: change. And for us, 2024 has begun with a major transformation. A new and exciting chapter is unfolding in the story of FleishmanHillard Café—now operating as an independent communications agency with a renewed structure and an expanded digital division. After 24 successful years, during which it has been recognized multiple times as Agency of the Year, FleishmanHillard Café is parting ways with Café Group to embark on this next stage of its journey.
If the text is alive, it affects you, it captivates you. If it creates a world, like Árpád Göncz did in The Lord of the Rings. If you want to read it again, underline it, note down one of its masterfully striking sentences, like in Zoltán Pék's translation of Moon Palace (Paul Auster), for example. Or if it is so brilliant that it surpasses even the original, like Mici Mackó by Karinthy.
