In a societysocietyté polarizedsociety, the speech by’has become an exercise that risk that is likely toinvolveîthe’company into controversies. Yet, there are plenty of reasons to take a stand (cclimate, artificial intelligence, taxation…) and leaders are increasingly being called upontoto take a stand.Some accept this exposure,’others preferéprefer silence. What should we do?
Businesses have never been as visible or as in demand in the public sphere as they are today. This is not a sudden shift, but the culmination of a gradual transition. Since the 2019 Pacte Act, which introduced the concept of “raison d’être” and the status of a mission-driven company, businesses are no longer expected merely to be profitable but to demonstrate their value to society. Many also hope that business leaders will speak more honestly and with less self-interest than politicians, who are widely discredited. Polls consistently show that people eagerly await what they have to say.
This dual demand has led to an increase in public statements by business leaders. Some have handled it appropriately, expressing convictions consistent with their actions; others have reacted instinctively, making off-the-cuff comments or adopting militant stances that, inevitably, put them at risk in a polarized society. The budget debates surrounding the 2026 Budget Bill illustrated this growing exposure. Several business leaders felt they could no longer remain passive in the face of the risk of excessive taxation. Bernard Arnault (LVMH) vehemently opposed the proposed “Zucman tax,” Nicolas Dufourcq (Bpifrance) deemed it politically illegitimate, Patrick Pouyanné (Total) warned of the risk of investment relocation, while nearly two thousand executives joined forces under the collective “Enough Is Enough.”
Some even openly embrace a political stance. Elon Musk’s support for the MAGA movement has politicized his business, to the point of turning the purchase of a Tesla (or the refusal to do so) into an act of activism, with an estimated negative commercial impact of more than one million sales. Many other American “CEOs” have voiced their support for the president, likely as much out of self-interest as out of conviction. An anti-Trump stance, on the other hand, was deemed too costly by most executives. A few, however, spoke out when they felt a red line had been crossed. For example, when the Fed’s independence was called into question, Jamie Dimon, CEO of the powerful JPMorgan, warned of the economic consequences of weakening the central bank, drawing the ire of the White House and even a lawsuit filed by Donald Trump himself.
It certainly takes courage—and sometimes even panache—for a CEO to speak his mind. But by constantly weighing in on social issues, or even getting involved in political debates, some executives have ended up neglecting what constitutes the very foundation of their companies: their ability to innovate and create value. It’s almost as if talking about performance has become embarrassing…
In this context, the role of the communications director becomes crucial. He or she provides insight into decision-making, structures public statements, and ensures the narrative is coherent. At the intersection of strategy, reputation, and accountability, he or she serves both as the guardian of the organization’s external visibility and as a discreet advisor to senior leadership, helping them articulate a clear and confident vision—even when it may be divisive—provided that the risks are carefully weighed.
It is no longer a matter of seeking unanimity, but of consistency. And of finding a voice that remains true to who the leader is and what the company does—not to what the times dictate we should say. They are not being asked to play a role—much less to become a firebrand—but to take a stand on positions, priorities, and convictions. Overly polished speeches and clichéd talking points no longer work. The complexity lies precisely there: knowing how to express oneself without overdoing it, and to take a stand without disguising one’s true self—but without playing with fire. This constant tension between restraint and boldness, between discretion and conviction, makes the communications director in times of ideological tension a true tightrope walker. It is the communications director who helps bridge the gap between societal expectations and corporate reality, crafting a message that is at once responsible, clear, and vibrant.
In a world saturated with opinions and directives, it is through this ability to restore clarity—to make what truly matters heard—that communication regains its full strategic value.
Anaïs Agozo Ndelia, Senior Consultant & Jawad Khatib, Consulting Director
