CORPORATE COMMUNICATIONS

SHAPING RESONANT VOICES

Dhianushka Kurukulasuriya explores how brand sincerity leads to business growth

Q: In today’s environment, how has the role of corporate communications evolved beyond traditional media relations and reputation management?

A:Corporate communications is a value creator that influences stakeholder confidence, organisational resilience, employee alignment and enterprise value. 

In this context, I believe in crafting powerful narratives based on truthful storytelling that creates meaningful value for both the organisation and its stakeholders. 

The most effective narratives are built on authenticity, as people resonate with messages that reflect an institution’s values, strengths and purpose. In diversified environments, this also creates an opportunity to leverage the strengths of individual sub-brands and business sectors, to strengthen and elevate the overarching corporate brand.

As a result, corporate communications has evolved into a strategic leadership function at the helm of organisational decision making with a clear shift from reactive communication to proactive reputation stewardship.

We operate in an environment where perceptions can change overnight, stakeholder expectations are far higher than they’ve ever been and every decision carries reputational implications. In this context, communications professionals operate as part of an organisation’s strategic leadership framework.

What differentiates impactful communication from routine output is passion and conviction. While anyone can disseminate information, communication that creates resonance is rooted in truth and consistency. 

And strong storytelling is grounded in a clear brand identity and purpose, reflected through the narratives we create.

I believe that the objective of communications is to understand the business deeply and answer the inveterate question: ‘How is this relevant to me?’ 

In doing so, we expand our sphere of influence, strengthen trust and build integrity.

Q: With environmental, social and governance (ESG) principles and sustainability being central to corporate storytelling, how can organisations ensure their communications remain credible?

A:In my opinion, organisations must focus on building sustainable initiatives, ensuring operational accountability and driving long-term impact before attempting to shape external narratives around them. 

One of the biggest mistakes organisations make is to treat ESG as a communications exercise rather than a business philosophy. 

Today, stakeholders are highly perceptive and can easily distinguish between meaningful sustainability efforts and performative storytelling. This is why credibility in ESG communications depends on whether sustainability is genuinely embedded within the organisation’s processes, culture and strategy.

Equally important is transparency. ESG communication should acknowledge challenges and the ongoing nature of the journey, as stakeholders value honesty more than perfection.

What’s more, sustainability cannot be communicated purely through imported terminology alone; it must be locally grounded and relevant to our context. The most credible ESG narratives are built on sincerity and measurable action because the moment sustainability becomes performative, stakeholder trust quickly erodes.

Ultimately, whether it is environmental stewardship, community resilience, livelihoods, responsible business practices or long-term social impacts, the real question is about whether we are walking the talk.

Q: With the pace of disruption increasing rapidly, what distinguishes effective crisis communication in today’s business environment?

A:  Crises are often misunderstood. While they’re feared for the disruptions they cause, they also present an opportunity for organisations to demonstrate leadership, transparency, empathy and resilience. 

Companies that respond with composure rather than panic often emerge stronger. 

One of the biggest misconceptions is that crisis communication begins when a crisis occurs, when in reality it starts long before an issue emerges.

Today, organisations that navigate crises effectively are the ones that already have clear governance structures, escalation protocols, spokesperson alignment and communications frameworks in place before the disruption occurs.

Speed is obviously important but clarity and credibility matter even more. In many situations, stakeholders are willing to forgive mistakes but are far less forgiving of silence, inconsistency or a perceived lack of accountability.

Another key factor is empathy: during periods of uncertainty, people remember not only what organisations communicate but how it makes them feel. This is why crisis communication must be factual and composed, yet human in tone.

Centralised communications governance is becoming increasingly critical, particularly within large and diversified organisations, as fragmented responses during crises can quickly create confusion. 

It follows that clear leadership and disciplined alignment are essential in high pressure situations.

Communication strengthens credibility, cultural alignment and long-term reputation resilience

Q: How critical is the alignment between corporate and communications strategy today?

A:Communication is no longer a mere support function. In fact, the art of communication is the language of leadership. 

As such, alignment between corporate and communication strategy has become more important than ever. This is because a lack of alignment can lead to fragmented narratives, inconsistent positioning and an erosion of trust. 

When done right,communication strengthens credibility, cultural alignment and long-term reputation resilience. It also contributes to business continuity, stakeholder confidence and value creation, making it a key business enabler.

Today, effective communications act as the bridge between organisational intent and stakeholder trust, translating strategy into understanding and vision into credibility. However, this requires a deep understanding of stakeholder expectations, operational realities, governance and reputational risk.

The interviewee is the General Manager – Group Corporate Communications of Abans Group.