The Edge for September 2026
We asked experts to tell us how companies can prepare for and respond to misinformation, false allegations, deepfakes and full-blow crises stemming from the internet. Here is what they said.
Don’t just cross your fingers and hope it doesn’t happen
Whether your organization is big or small, I would do an offsite (meeting) to discuss what could harm the organization. Think about what’s percolating as a potential crisis this year and next year – and begin developing responses. Don’t wait. Because when something happens, you'll want to have thought about it in advance and have the architecture of a response plan. Then you can customize it based on what’s happening in the moment. Don’t just cross your fingers and hope it never happens.
— Mark Beal, Associate Professor of Professional Practice, Communication, Rutgers University
Own what is yours to own, stay true to who you are
Your reputation is built every single day, not when a crisis happens. Be visible, be transparent, and build real relationships with the people and communities you serve. That trust matters when something goes wrong. And when it does, don’t hide from it. Get the facts, bring the right people together, and communicate quickly, clearly, and honestly. Correct misinformation, own what is yours to own, and stay true to who you are. In a crisis, credibility is your greatest asset.
— Deborah Visconi, President & CEO, Bergen New Bridge Medical Center
War games: Practice responding to hypothetical scenarios
I come up with a hypothetical crisis and say ‘Hey guys, this is happening – What are you going to do?’ We'll bring the executives and operational staff together, and they’ll work through the scenario. Meanwhile, I'll throw in wrinkles where they have to pivot. In other words, it's important to be prepared. You're not going to be prepared for every scenario, but it’s important to build that muscle and thought process and get the right people in the room. You can't have silos to manage a crisis. It must be centralized, and someone has to be appointed to serve as the crisis leader.
— Dave Berninger, Chief Risk Officer, OceanFirst Bank
Resist the urge to immediately respond
You want a robust employee handbook that contains a social media policy and news media policy that spells out who can comment publicly on behalf of the company. Resist the urge to immediately comment publicly in a crisis. Strategize, be thoughtful. Consult with your team and think through what you want to say. Resist the urge to fire off something nasty when emotions are high. You don't want to have to clean up that mess later. Also, train your employees not just on what to do when a crisis happens, but how they should proactively handle brand assets and company data in a way that limits the risk that a bad actor can get access to them. Make sure that your IP is buttoned up – get trademark registrations for your core brands.
— Abigail Remore, Member, CSG Law
Stay calm, cool and collected
It’s important for leaders to stay calm during a potential crisis while you collect information and make decisions. You don’t want to make emotional decisions. You lose all power when your organization is making emotional decisions. You and your team should stay calm, cool, and collected. That's why I think outside counsel is helpful. We come in with a little bit of distance. We're less emotionally attached. Another point: Archive your digital assets – photos, videos – because they can be manipulated. For example, you may have a photo of your CEO doing something great for the community, and then somebody negatively manipulates it. If you have the original photo – with the meta data behind it – you can demonstrate that the picture is a fake.
— Mike Cherenson, Executive Vice President, SCG Advertising + Public Relations
Listen first
In the digital age, protecting your brand starts long before a crisis. Businesses should have a response plan, monitor online conversations, and build trust through consistent, honest communication. When misinformation, false claims, or other issues arise, respond quickly and provide clear, accurate information. It's equally important to listen, address concerns directly, and communicate openly as the situation develops.
— Carly LePore, Manager, Corporate Communications, AmeriHealth
Make trust central to your brand
As a membership organization, trust is central to our brand. We take the protection of our members’ personal data seriously. That means regular training that prepares our staff to avoid risk and maintain best practices in security. Our social media is also centralized internally.
— Aiysha (AJ) Johnson, Executive Director, New Jersey Society of CPAs (NJCPA)
