Today, no large-scale project can move forward without genuine dialogue with First Peoples, without incorporating their stories, and without considering a real partnership with them. This is even more true when it comes to infrastructure or major projects.

Finding the best way to build these relationships is a bit like searching for the secret of the Caramilk: everyone talks about it, but few really master the recipe. Yet it is based on something simple: sincere human relationships founded on trust, respect and recognition. Communities do not wait to be “allowed” to participate, but to build together.

The traditional way of developing a territory is over. Governments are now more firmly committed to reconciliation, which translates into policies and requirements that force organisations to collaborate differently with First Nations and Inuit peoples.

But going beyond symbolic gestures requires concrete actions, shared by the entire organisation. Being a true ally means integrating these principles into every decision, every department, every employee.

The key? Sincerity, consistency and the willingness to go further, together.

Floods, wildfires, hailstorms, and… cybersecurity incidents? Yes. Cyber events now sit firmly inside mainstream emergency management because any part of Canada’s critical infrastructure can be taken out in moments. Hospitals, municipalities, utilities, transportation systems and private companies all face the same reality: a digital crisis can hit as hard as a physical one. As our understanding of public safety evolves, organisations need to rethink how they communicate with the people who rely on them, and how those choices shape their reputation.

For businesses, the pressure is real. Any emergency, whether it’s smoke in the air or a ransomware attack, affects how customers, employees, partners and regulators see you. Stakeholders want quick, plain-language updates they can trust. They also look closely at how well an organisation prepared before the crisis, not just how it reacts in the moment.

This new environment calls for clear crisis playbooks that combine natural hazards, cyber events, service disruptions, misinformation, and community impacts into one approach. It requires strong coordination with governments and local partners, and consistent, confident communication even when information is limited.

Emergency preparedness is now a core communication responsibility. Organisations that accept this will protect people, maintain stability, and emerge with stronger credibility.

I’ve spent the past year experimenting with AI (artificial intelligence) in creative work, and if there’s one thing I’ve learned, it’s that it’s not as easy as it sounds. Sure, AI is incredible for mock-ups, storyboards, and turning ideas into something you can see in seconds. But when it comes to putting that work into the world, especially in client campaigns, it seems to get tricky. Legal teams want to know who owns what. Copyright questions appear where they never used to. And honestly, those are fair questions.

Inside creative teams, the conversations go a little deeper. We’ve always relied on photographers, illustrators, and other specialists to bring our ideas to life. Now we’re asking ourselves if using AI means we’re taking something away from them or if it can actually open new doors for collaboration. It’s a moral and creative tug-of-war that’s hard to ignore.

But I don’t see AI as a threat to creativity. I see it as a catalyst. It’s forcing us to redefine what makes creative work truly human—and that’s a good thing. The future of creativity won’t be about choosing between people or machines. It’ll be about how we combine them to imagine things we couldn’t before, and ensuring it matters. Like we’ve always done.

Corporate reputation is a major intangible asset, accounting for about 26% of the S&P 500’s market value (US 13.8 trillion). Protecting it requires more than strong marketing or well-crafted press releases. If the internal culture does not reflect the promises made externally, the disconnect becomes visible to customers, stakeholders, and employees, often leading to reputational risk.

Research consistently shows that employee engagement and organizational culture directly influence brand perception. Engaged employees deliver better customer experiences and build trust: leading to stronger loyalty and higher revenue growth. Consumers also trust content shared by employees far more than traditional advertising, making staff an organization’s most credible brand ambassadors.

A healthy internal culture drives business performance, including stronger financial returns. When communication is inconsistent, roles are unclear, or teams feel unsupported, frustration grows. Disengaged employees are more likely to express dissatisfaction publicly or in customer interactions and negative word-of-mouth can undermine even the most polished external messaging.

The takeaway for leaders is clear: external brand begins with internal culture. Public trust begins with internal trust, alignment, and engagement. When employees are supported and understand the mission, they naturally reinforce brand credibility and reputation. Culture is not ancillary to brand management; it is the foundation upon which lasting reputation is built.