The boardroom matters more than the newspaper
The boardroom matters more than the newspaper
Rob Lagendijk
Rob Lagendijk
5 August 2026
Anyone who works in public relations long enough starts to believe media attention has enormous influence. That is understandable. A national newspaper article, a trade interview or a television appearance can make an organisation visible to a large audience in a very short time. Publicity can open doors, attract new relationships and put an issue on the public agenda.
Anyone who works in public relations long enough starts to believe media attention has enormous influence. That is understandable. A national newspaper article, a trade interview or a television appearance can make an organisation visible to a large audience in a very short time. Publicity can open doors, attract new relationships and put an issue on the public agenda.
Over the years, however, I have come to see that differently.
Over the years, however, I have come to see that differently.
Visibility does not automatically change position
Visibility does not automatically change position
I have advised organisations that received substantial media attention without changing their position in any meaningful way. At the same time, I have seen organisations with relatively little publicity become regular conversation partners for executives, policymakers and investors.
I have advised organisations that received substantial media attention without changing their position in any meaningful way. At the same time, I have seen organisations with relatively little publicity become regular conversation partners for executives, policymakers and investors.
Looking back, the difference was rarely explained by the amount of coverage. It was explained by how the organisation was already being judged before that coverage arrived.
Looking back, the difference was rarely explained by the amount of coverage. It was explained by how the organisation was already being judged before that coverage arrived.
Reputation starts before communication
Reputation starts before communication
In many organisations, communication is still treated as something that follows strategy. First a product is developed, then a business plan is written, and only afterwards comes the question of how to tell the market.
In many organisations, communication is still treated as something that follows strategy. First a product is developed, then a business plan is written, and only afterwards comes the question of how to tell the market.
That approach assumes reputation starts when an organisation becomes publicly visible. My experience is that reputation starts much earlier.
That approach assumes reputation starts when an organisation becomes publicly visible. My experience is that reputation starts much earlier.
Every organisation creates expectations from day one. Not only through what it says, but through the choices it makes. Which problems does it try to solve? Which claims is it willing to make? Which partners does it choose? How does it respond to criticism? What responsibility does it take when results disappoint?
Every organisation creates expectations from day one. Not only through what it says, but through the choices it makes. Which problems does it try to solve? Which claims is it willing to make? Which partners does it choose? How does it respond to criticism? What responsibility does it take when results disappoint?
Healthcare decisions are broader than technology
Healthcare decisions are broader than technology
This matters especially in healthcare. A hospital executive evaluating a new technology is not deciding about software alone. The decision can affect patients, professionals, workflows, finances and quality of care.
This matters especially in healthcare. A hospital executive evaluating a new technology is not deciding about software alone. The decision can affect patients, professionals, workflows, finances and quality of care.
The technology is therefore only one part of the assessment. Equally important is whether the organisation behind it shows that it understands healthcare complexity and is prepared to take responsibility for the consequences of its innovation.
The technology is therefore only one part of the assessment. Equally important is whether the organisation behind it shows that it understands healthcare complexity and is prepared to take responsibility for the consequences of its innovation.
Publicity amplifies an existing impression
Publicity amplifies an existing impression
That also explains why media attention sometimes has substantial effect and sometimes almost none. Publicity rarely creates trust from nothing. It usually amplifies an impression that already exists.
That also explains why media attention sometimes has substantial effect and sometimes almost none. Publicity rarely creates trust from nothing. It usually amplifies an impression that already exists.
When an organisation is substantively well positioned, has developed a credible view and consistently demonstrates how it understands the challenges in healthcare, media coverage can strengthen that position. Without that foundation, publicity often remains a short moment of visibility without lasting effect.
When an organisation is substantively well positioned, has developed a credible view and consistently demonstrates how it understands the challenges in healthcare, media coverage can strengthen that position. Without that foundation, publicity often remains a short moment of visibility without lasting effect.
Communication is part of strategic decision making
Communication is part of strategic decision making
I therefore believe less and less that public relations is primarily about media. Independent journalism remains essential and media can help organisations bring relevant stories into public debate. But media are not the beginning of reputation. They are one of the places where reputation becomes visible.
I therefore believe less and less that public relations is primarily about media. Independent journalism remains essential and media can help organisations bring relevant stories into public debate. But media are not the beginning of reputation. They are one of the places where reputation becomes visible.
Communication should therefore be part of strategic decision making. An organisation that can clearly explain which problem it solves, why that problem matters and which responsibility it takes creates the foundation for reputation. Publicity can make that foundation visible, but it cannot replace it.
Communication should therefore be part of strategic decision making. An organisation that can clearly explain which problem it solves, why that problem matters and which responsibility it takes creates the foundation for reputation. Publicity can make that foundation visible, but it cannot replace it.
Trust matters more than reach
Trust matters more than reach
For years, communication success was often measured through publications, campaign reach and brand visibility. Those indicators can be useful, but they say relatively little about why organisations are ultimately trusted.
For years, communication success was often measured through publications, campaign reach and brand visibility. Those indicators can be useful, but they say relatively little about why organisations are ultimately trusted.
Trust develops when words, choices and behaviour remain aligned over time. That trust determines whether an executive enters a partnership, an investor commits capital or a healthcare organisation decides to make an innovation part of daily practice.
Trust develops when words, choices and behaviour remain aligned over time. That trust determines whether an executive enters a partnership, an investor commits capital or a healthcare organisation decides to make an innovation part of daily practice.
The newspaper can make that process visible. The decision itself is usually made somewhere else.
The newspaper can make that process visible. The decision itself is usually made somewhere else.