(MENAFN- PRovoke) SINGAPORE -At the PRovoke Asia-Pacific Summit in Singapore, Burson brought together senior communicators from Shiseido and Razer to explore how companies can safeguard reputation amid rising nationalism, fragmented regulation and shifting alliances.

The panel was chaired by PRovoke Media founder and CEO Paul Holmes and featured HS Chung, North Asia-Pacific CEO at Burson; Pia Tyagi, senior regional director of communications and sustainability for Shiseido Asia Pacific; and Nikhil Kharoo, global head of PR and partnerships at Razer Inc.

Five key takeaways:

• Geopolitical volatility has elevated communications to the boardroom, integrating PR and public affairs functions.
• Rising nationalism is reshaping consumer sentiment and brand storytelling, demanding authenticity and cultural grounding.
• ESG and DEI remain central in Asia, even as global backlash grows, requiring purpose beyond awards or headlines.
• Asian CEOs remain cautious on public advocacy, but expect businesses to demonstrate values through action.
• Reputation resilience now depends on authenticity, foresight, and communicators acting as connective tissue across leadership teams.

Integrating geopolitical thinking into communications

The panel opened with a discussion on how geopolitical awareness has become an operational necessity rather than a niche discipline.

“Geopolitics is no longer a sidebar, it's mainstream as an enterprise risk,” said Tyagi.“At Shiseido, while we don't have a separate public affairs or government relations department, the onus really falls on communications to provide that intelligence. We're working closely with risk assessment, legal, and compliance teams, doing proactive scenario planning for the region. We have to be ready with messaging should any turbulence arise.”

Kharoo said the geopolitical landscape had transformed the internal role of communications.“I don't think there's ever been a better time to be communicators in boardrooms,” he said.“What this environment has done is bring together public affairs, public relations, and other functions that were once separate. Every night we go to bed with a plan, and by the next morning, that plan might not be relevant anymore. So you need unified decision-making, with comms sitting right at the core.”

Chung agreed, noting that Asian companies expanding globally face distinct challenges.“There are many high-profile Asian companies going outbound – in tech, chips, automotive – and they need to step up communication across disciplines,” she said.“Meanwhile, multinationals operating in Asia must understand each market's regulatory and political stance and feed that intelligence to headquarters. Communicators now have to knit all that together to advise CEOs, to assess what's happening and help them make judgments in real time.”

She added that this shift has elevated the role of communications leaders:“Our discipline has never been more critical. There's increasing demand for communicators to be at C-suite level, providing counsel across shareholder and stakeholder engagement.”

Navigating nationalism and cultural identity

As geopolitical tensions reshape alliances, brands are grappling with the effects of rising nationalism and shifting consumer sentiment.

Chung said that nationalism often arises organically from public sentiment rather than deliberate corporate positioning.“It's not that brands are deliberately playing up their national identity, it's that consumers are paying more attention to where brands come from,” she said.“Companies have to track and understand that sentiment constantly. It's not about exploiting it but about balancing it, sensing where audiences stand before you make decisions on campaigns or messaging.”

Kharoo added that storytelling was the key to navigating nationalism without politicizing brand communications.“That's where the art of storytelling comes in,” he said.“We're living in a shift from a unipolar to a multipolar world. At Razer, we say we're a brand 'for gamers, by gamers' – that's our global truth. But how we tell that story in Korea or Singapore or the US differs. You choose your vehicles of storytelling differently, while staying true to your roots. We proudly call ourselves a Singaporean-American brand. The lines between global and regional have blurred, it's all about relevance in each market.”

For Shiseido, cultural roots remain an anchor.“Consumer psychology has changed. People are drawn to brands that feel authentically local, yet aspire to global innovation and quality,” said Tyagi.“We're a 153-year-old company and have never shied away from our Japanese roots. What ties all our brands together is Japanese artistry and the spirit of 'Omotenashi': putting consumers at the heart of everything with respect and care. We celebrate that globally because it's relevant everywhere.”

American brands in an age of nationalism

Asked how US brands can maintain trust in an era of geopolitical friction, Chung emphasized long-term local engagement.“It's vital to understand local sentiment and invest in relationships,” she said.“Brands that have made long-term commitments to the community will see that investment pay off now. These aren't relationships you build overnight. Even if tensions flare, brands that have earned trust bounce back quickly.”

She added that governments are also recognizing the power of cultural industries as a form of“soft diplomacy.”“Look at Korea: K-pop started as a grassroots cultural phenomenon, but now the government openly supports the industry,” Chung said.“That soft power has a halo effect across retail, fashion, and food. It shows how culture can drive business expansion globally.”

Culture, politics, and storytelling

While Holmes noted that politics and culture are increasingly intertwined, Kharoo argued that the democratization of media had changed the nature of influence.

“We're living in a hyper-connected world where information is no longer controlled by any single government or company,” he said.“A piece of content created by anyone can reach 100 million people overnight. That's why cultural moments spread so fast, it's organic. Politics may catch up later, but culture is what drives the conversation.”

Chung agreed that authenticity, not regulation, was shaping how brands engage with culture.“When ideas come from real local engagement, they're accepted,” she said.“We're seeing multinationals creating global campaigns inspired by K-content because it resonates worldwide. The closer you get to genuine local sentiment, the fewer barriers you face.”

Tyagi added that cultural capital had become a differentiator for Asian brands.“We see brands leveraging culture more consciously,” she said.“K-beauty has transformed global beauty standards. But as you expand beyond your home market, you can't assume that trust will carry over. You have to tailor storytelling for each audience. Cultural reputation doesn't automatically translate across borders.”

ESG and DEI: staying the course in Asia

Despite global backlash against ESG and“woke” branding, the panelists said sustainability and inclusion remain essential in Asia.

“That's the point that really triggers me,” said Kharoo.“When companies do ESG just for awards or headlines, it's self-defeating. Our founder said it perfectly: we were never in it for the news. We're doing it because it's the right thing to do. The problem is that many brands jumped on the bandwagon. When the narrative shifted, they dropped it. But if your ESG efforts aren't built on your core values, they'll never last.”

He added:“I've often been told in my previous jobs to promote causes that matter in the US. My response is: have you been to Asia? Do you know what matters here? ESG can't be a global template. You need local relevance and consistency - it's about what your company stands for beyond the P&L.”

Tyagi said the trend in Asia is moving in the opposite direction of the West:“We've seen companies dial back ESG elsewhere, but in Asia it's accelerating,” she said.“Governments are tightening regulations and expectations. At Shiseido, long before DEI became a buzzword, we've stood for empowering women, it's part of who we are. Our mission, 'Beauty innovations for a better world', hasn't changed. Even as the global climate shifts, our CEO was clear: we're not stepping back. These values define us.”

The CEO's voice in a polarized world

While Western CEOs increasingly weigh in on political or social issues, Asian leaders tend to take a quieter approach.

“Particularly Asian CEOs, they're less visible,” said Chung.“A lot of that is because of language and cultural factors, but also because stakeholders here are not demanding it. In this part of the world, people expect businesses to do the business, to perform to the best of their knowledge, rather than CEOs being too public about social or political subjects.”

Kharoo, who reports to a founder, offered a contrasting view.“I report to a founder who's not afraid to speak his mind unlike a typical corporate CEO – sometimes my job is to tell him to not say certain things,” he joked.“But I admire that honesty. Leaders shouldn't be scared to say what needs to be said. In markets like Singapore, ESG and sustainability are part of national policy, so speaking out aligns with the broader growth story.”

Tyagi said Shiseido takes a cautious, considered approach.“We're a publicly listed company, so we have to watch what we say,” she explained.“Our regional CEO is open to engagement, but we often need to tailor our stance depending on context. We might take a slightly different approach in Asia than our headquarters in Tokyo or offices in Europe. It's not about silence, it's about balance and prudence.”

Building reputation resilience

In a world marked by turbulence, all three speakers agreed that resilience must now be a core element of brand strategy.

“In this environment, no event is complete without mentioning AI,” said Kharoo.“But in communications, I say AI stands for 'authentic influence'. As long as you build authenticity, communicate honestly, and stay true to your values, that's how you future-proof your brand. Trust in business is at an all-time low - authenticity is what rebuilds it.”

Tyagi noted that even the best planning can't eliminate risk, but it can mitigate it.“We're operating in what one futurist called a 'BANI'I world: brittle, anxious, nonlinear and incomprehensible,” she said.“You can't predict everything, but you can plan proactively, use data intelligently, and stay close to your stakeholders. Keep your ears and eyes on the ground and work hand in hand with leadership.”

Chung concluded:“Reputation building has never been this important, and communicators have a big role to play. As I said at the start, it's really us who have to work as the needle that goes through different disciplines inside a company. We're the only ones who can advise consistently across shareholder and stakeholder communications. We need to step up, to be at that C-level advisory position, and to be valued for that role going forward.”

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