A manipulated video of a CEO, an AI-cloned voice asking employees to transfer money, or a fake medical endorsement from a renowned doctor- these are no longer hypothetical crisis scenarios.
As deepfakes become more sophisticated and misinformation spreads within minutes, brand reputation is increasingly being tested by technology that can blur the line between fact and fiction.
Communications leaders say organisations must now rethink crisis management by combining rapid response, rigorous verification and stakeholder trust to stay ahead of digital threats.
Brand Communion at its flagship event, Convergence Summit 2026, the panel discussion was titled "Brand Reputation: How to Devise a Perfect Strategy for Crisis in the Era of Digital Deepfakes for Brands", moderated by Sahil K Khanna, Co-founder & COO, Kotona.
The panellists include Sanjeev Handa, Senior Vice President, Maruti Suzuki India Limited; Jagruti Kirloskar, Brand & Communications Leader; Deepa Dey, Integrated Communications Specialist; Ajey Maharaj, Head of Corporate Communication, Fortis Healthcare; and Ruchika Batra, Vice President – Marketing & Communication, Ericsson.
The panellists unanimously agreed that while AI has amplified the scale and sophistication of reputational threats, the fundamentals of crisis communication remain unchanged: verify the facts, respond quickly, communicate transparently and keep stakeholders informed throughout the crisis.
Speaking about the unique challenges in healthcare, Ajey Maharaj said crises do not follow business hours, and preparedness has to be continuous.
"In healthcare, a crisis doesn't wait for business hours. It can happen at any time, day or night because patient care is a 24x7 responsibility. That's why crisis preparedness has to be continuous," he said.
Maharaj noted that hospitals are increasingly encountering AI-generated misinformation, including manipulated videos and cloned voices of doctors endorsing treatments they never approved.
"The most important principle in any crisis is to verify before you respond. The first step is to establish whether the issue is genuine or a fake claim," he said, adding that organisations should first assess the impact on patients, employees, leadership and reputation before deciding on the appropriate response involving legal teams, senior leadership and the CEO, depending on the severity of the issue.
Highlighting the communications function's role in safeguarding trust, Ruchika Batra said organisations need robust monitoring systems capable of detecting unusual online activity before misinformation gains momentum.
"The first step is detection. Organisations use social listening and monitoring tools to identify unusual activity or content gaining traction online," she said.
According to Batra, once suspicious content is identified, communications, legal and leadership teams must quickly verify whether it is authentic or AI-generated before coordinating a response.
"The key is to detect, verify and respond before misinformation spreads widely. In a digital-first environment, organisations have very little time to act, making speed, accuracy and collaboration essential to effective crisis management," she added.
For Sanjeev Handa, one of the biggest mistakes organisations make during a crisis is remaining silent while gathering facts.
"The biggest mistake is to remain silent. Delaying a response can allow misinformation and speculation to spread, making the situation far more difficult to control," he said.
Handa recommended that every organisation should prepare holding statements in advance, enabling them to immediately acknowledge an issue while investigations are underway. Once facts are verified, companies should follow up with transparent communication that addresses misinformation and outlines corrective actions.
To illustrate the cost of delayed communication, Handa referred to Kellogg's labour dispute in the US in 2021.
"The case illustrates an important lesson in crisis communication: timely communication matters. Had the company acknowledged the issue early, assured stakeholders that it was working towards a resolution, and maintained transparency throughout the process, it could have significantly reduced the reputational fallout," he said.
Sharing a real-world example of AI-enabled fraud, Jagruti Kirloskar recounted an incident where the CEO's voice at a multinational company was cloned, and employees received fraudulent late-night calls demanding money.
"The experience reinforced one key lesson: speed and accuracy are not competing priorities; they must be sequenced," she said.
Kirloskar suggested that organisations should acknowledge an incident within minutes, take the necessary time to verify facts and then issue a comprehensive response within hours.
"Equally important is ensuring that the first statement is not the last. Crisis communication should evolve as new facts emerge, with regular updates that keep stakeholders informed and maintain trust throughout the situation," she added.
While technology and response mechanisms are critical, Deepa Dey argued that crisis preparedness begins much earlier inside the organisation.
"One of the biggest challenges in a crisis is aligning internal stakeholders. The initial reaction is often denial. However, in today's fast-moving information environment, there is little room for prolonged deliberation," she said.
Dey emphasised that organisations must move quickly from denial to acceptance so leadership can align on facts and take decisive action.
She also stressed that trust cannot be built during a crisis but must be nurtured over time through employee engagement and consistent communication. Citing Hindustan Unilever's employee ambassador programme, she said organisations that invest in informed employee advocates during normal times are significantly better equipped to counter misinformation during crises.
"The experience highlights that effective crisis communication begins well before a crisis occurs. Organisations that invest in internal alignment, employee advocacy and stakeholder trust during normal times are far better equipped to respond when reputational challenges arise," Dey said.
As AI-generated deepfakes become more convincing and digital misinformation travels faster than ever, the panel concluded that crisis communication strategies must evolve beyond reactive media management. The future of brand reputation, they argued, will depend on preparedness, rapid verification, transparent communication and the trust organisations build with stakeholders long before a crisis unfolds.
Watch the full video:
