Communicating in instability, that intangible asset that holds companies together

Being there in a changing world. In a time marked by instability as the new normal, the profile of the public and private communicator continues to occupy a decisive space in the chessboard of organisations, trying to decode complexity and translate the endless flow of information. This is what emerged from the latest Ferpi assembly, the Italian Public Relations Federation, which renewed its board of directors. 'We have moved from amplifier communicator to strategic sensor communicator. Our role is to navigate complexity, analysing the context to protect corporate reputation. The professional today is a bridging function between legitimate interests and the public good, focusing on purpose and transparency to generate trust'. So says Filippo Nani, who recently had his mandate renewed as president of the representative association founded in 1970 and involving seven hundred professionals. They cover the areas of media relations, lobbying, public affairs and corporate communications in large companies, small and medium-sized enterprises, public administration and agencies. Alongside Nani on the new national board of directors are Alberto Bergianti, Daniela Bianchi, Caterina Banella, Daniele Chieffi, Giuseppe de Lucia, Stefano Di Traglia, Santina Giannone, Giorgia Grandoni, Alessandro Magnoni, Anna Minà, Biagio Oppi, Stefania Romenti, Elena Salzano and Federica Zar.

In the meantime, the communications market in Italia is registering growth rates, despite the economic situation: according to the photograph taken by Una, the sector is estimated at 17 billion in 2026, but the perception is also growing: according to the Swg survey, 83% of public decision-makers consider the contributions of public relations professionals to be useful. From economic impact to the extended scope of organisations. "Intangible assets are the new drivers of value: reputation now accounts for up to 60% of a company's market capitalisation. We are not an operating cost, but an investment in brand equity. Protecting the trust of stakeholders means protecting business continuity and the company's attractiveness in the long term. Moreover, the strategic approach is not optional but becomes a compass. We manage the consistency between what the company is and what it claims to be by acting on reputation. In fact, we create architectures of trust. In a world overloaded with data, the intangible is the only asset that cannot be automated,' says Nani, pointing out that new metrics need to be adopted to read the performance of communicators, going beyond vanity.

The new measurement focuses on real impact: reputation indices, digital tracking of institutional contacts and peer review systems. "We assess the ability to positively influence public policy and stakeholder consensus, certifying quality and professional ethics," Nani points out. But in the background also emerge the contradictions linked to the complicated relationship between human capital and technology, starting with the scalable and high-performance innovations linked to generative and predictive artificial intelligence. "AI is an efficiency accelerator, but judgement remains human. Although it facilitates synthesis and translation, the public still considers it unreliable and transparent. The market today is looking for hybrid profiles, i.e. experts who govern technological innovation without ever giving up critical analysis and ethical responsibility for the message. And those who manage communication and public relations have from experience a hybrid mindset that combines multiple knowledge and skills,' Nani concludes.