Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In this interaction with Adgully, Nandini Chatterjee, Chief ?Çô Corporate Brand and Communications, Shree Cement, reflects on her rich career spanning over three decades across consulting, chemicals, infrastructure, and now cement. She shares what drew her to communications, how her journey has evolved across sectors, and what motivated her to move from a 21-year tenure at PwC to a leadership role at Shree Cement. Chatterjee also discusses the challenges of managing corporate reputation in today?ÇÖs fragile landscape, her philosophy on building long-term brand trust in the B2B space, and the common pitfalls leaders face when communicating with authenticity. You?ÇÖve had a rich and diverse career spanning over three decades across consulting, chemicals, infrastructure, and now cement. What drew you to the world of communications, and how has your journey evolved across these sectors? My journey began many years ago as a management trainee at a company launching televisions?Çömy first brush with product management. Fresh out of B-school, I came in armed with all the theory, but soon realised how much more there was to learn on the ground. What I lacked in experience, I made up for with eagerness and sincerity. I was curious, open to learning and always willing to go beyond the job description?Çöwhether it was taking on a new task, working with cross-functional teams, or simply experimenting to see what worked. I didn?ÇÖt consciously set out to build a career in communications. While I started in marketing roles, over time?Çöand partly because I needed to balance a demanding job with raising two young children?ÇöI began to take on responsibilities in brand and reputation management, internal communication and media relations. And somewhere along the way, I surprised myself. I?ÇÖd never thought of myself as an extrovert, yet I found myself enjoying relationship-building?Çöboth internally and externally. I think my instinct for logical thinking helped me navigate and learn on the job. What drew me further into communications, and kept me there, was the opportunity to understand corporate strategy, deepen my skills in storytelling, and explore what drives people?Çöand how to craft narratives that resonate and win hearts. Communication is one of those functions that sits at the heart of business?Çöshaping how an organisation is perceived, building internal alignment, supporting leaders through change and ensuring that the company?ÇÖs voice remains authentic and purposeful. Plus what with crisis handling, there was never a dull moment! What started as a functional shift eventually became a purposeful journey. Communications gave me the chance to connect business priorities with human insight?Çöand to help shape not just what organisations say, but how they make people feel. That, for me, is what made the journey so fulfilling. After 21 impactful years at PwC, what inspired you to take up an assignment with Shree Cement? How different has the transition been?Çöfrom a consulting giant to a manufacturing-led organization? The fundamentals of communication remain consistent, regardless of the industry?Çöwhether it?ÇÖs consulting, chemicals, infrastructure or now cement. Of course, each sector comes with its own nuances, and every transition has required me to invest time in understanding the business and its context. But I?ÇÖve found that if one is honest about what one knows, open to asking for help, humble while learning, and grateful for the time and insights that colleagues share along the way, the transition becomes smoother. At times, the learning curve can feel steep. I remember feeling quite overwhelmed when I first joined PwC?Çöwith its wide range of competencies spanning Audit, Tax, Consulting, and multiple sector specializations. As a one-person team initially tasked with supporting the entire firm, I had to find ways to scale, prioritise, and deliver. Over time, I built a strong team of over 50 people, identified the evolving communication needs of the firm, and worked to shape our capabilities accordingly. That mindset of continuous learning, listening closely and building collaboratively stayed with me throughout my time there. What made my journey meaningful?Çöand helped me contribute effectively?Çöwas the presence of generous mentors, supportive leaders and enthusiastic team members. At PwC, I had the privilege of working closely with exceptional leaders like Deepak Kapoor, whose clarity of thought, humility and integrity left a lasting impression on me. Though I retired as Chief Marketing and Communications Officer in December 2023, the values and lessons from those years will continue to guide me. How do you approach communications strategy at Shree Cement today, especially in a sector that's traditionally been less brand-led compared to consumer-facing industries? Contrary to perception, brand building in the cement industry has gained significant momentum in recent years. Reputation, trust and differentiation matter?Çöand communications plays a central role in shaping that. My approach to communication strategy, whether in cement or any other sector, begins with understanding the internal and external ecosystem?Çöwhat the business needs, what the market expects, and what resources are available. From there, I focus on developing a long-term strategy that aligns with the company?ÇÖs purpose and growth aspirations, while setting clear, achievable milestones in the short term. The key is to stay relevant, consistent and authentic in how we engage with all our stakeholders. Corporate reputation has become more fragile than ever. What?ÇÖs your philosophy when it comes to building long-term trust for a brand, especially in the B2B space? Reputation today is shaped by much more than what a company says?Çöit's defined by what it does, how consistently it behaves and how transparently it communicates. Ultimately, reputation is an outcome of how the business is run every day. And the role of communications is to ensure that reality and perception stay aligned, always. For me, long-term trust begins with alignment?Çöbetween the company?ÇÖs purpose, its actions and its communication. What you say externally must reflect the culture and values your employees experience internally. If those aren?ÇÖt in sync, stakeholders?Çöwhether clients, partners or employees?Çösee through it very quickly. Trust is also tested in difficult moments. Whether it?ÇÖs a product issue, regulatory pressure or internal change, how a company responds makes a lasting impression. For instance, when a product has a potential safety concern, the instinct may be to minimize disruption. But taking swift, transparent action?Çöeven if it means a costly recall?Çödemonstrates integrity. It?ÇÖs a moment where reputational risk and commercial pressures collide, and the choices one makes reveal the brand?ÇÖs true character. Lastly, I believe listening is central to trust. Whether it?ÇÖs feedback from customers, business partners, or your own people, being receptive, respectful and responsive fosters a culture where trust can take root. In today?ÇÖs always-on world?Çöespecially with digital and social media putting reputation at real-time risk?Çöeven a seemingly small issue can escalate quickly. Whether one is working in B2B or B2C, long-term trust is central to business resilience and brand survival. What role do data and analytics play in shaping communication strategies today? Are they becoming as essential as creativity? Research, data and analytics have always played an important role in shaping communication strategies?Çöwell before the digital age. I still remember how, in one of my early roles, focus group discussions combined with consumer insights helped a ketchup brand zero in on what mattered most to buyers. The research revealed that consumers wanted ketchup made with real red tomatoes?Çöwithout fillers like pumpkin. The brand?ÇÖs messaging captured this insight beautifully: ?Ç£Laal laal tamatar se bana?Ǫ isme kaddu nahi jara.?Ç¥ That line resonated because it came directly from listening to the consumer. Today, with AI and digital tools, the depth and scale of insights available have grown exponentially. Brands can now monitor real-time conversations on social media, track sentiment, identify trends and measure content performance with far more precision. This allows communicators to tailor messaging around what matters to audiences?Çöwhether it?ÇÖs a topical issue or a customer pain point?Çöand make it timely, relevant and engaging. But data alone isn?ÇÖt enough. While it can point you in the right direction, the interpretation and application of that data still require human judgment, context and emotional intelligence. And that?ÇÖs where creativity continues to play a critical role. Creativity brings originality, empathy and storytelling to the table?Çöthings algorithms can?ÇÖt fully replicate. The best communication happens when data informs the idea, and creativity brings it to life. In short, data and creativity are no longer either/or?Çöthey're partners. One helps you know what to say and when, the other helps you say it in a way that moves people. You?ÇÖve trained several business leaders on personal branding. What are the most common mistakes leaders make when it comes to communicating with authenticity? That?ÇÖs an interesting one! One of the most common mistakes leaders make is underestimating the power of non-verbal cues. Avoiding eye contact, fidgeting, rubbing the nose or repeatedly checking the phone?Çöeven unconsciously?Çöcan create a sense of distance. These may seem minor, but they shape that crucial first impression. On the other hand, a warm smile, steady eye contact and an open posture make a leader seem far more approachable and grounded. Then come the verbal cues. Often, leaders fall into the trap of speaking in jargon, trying too hard to sound clever or giving responses that sound scripted ?Çöalmost as if generated by AI. What connects is specificity?Çöreal examples, stories, even a personal anecdote to bring a point alive. For instance, a leader might say, ?Ç£Our teams showed great agility during the crisis.?Ç¥ That?ÇÖs fine. But saying, ?Ç£One of our plant heads worked three days straight to get operations running after the flood?Çöit wasn?ÇÖt easy, but he didn?ÇÖt give up,?Ç¥ makes the message far more human and credible. Another mistake is inconsistency between what?ÇÖs said in public and what?ÇÖs experienced by people. For eg if a leader talks about valuing people but is perceived as aloof or dismissive in day-to-day interactions, the gap becomes obvious?Çöand ultimately erodes trust. My advice to leaders is simple: speak from your own experiences, be real, and don?ÇÖt be afraid to admit what you don?ÇÖt know. Vulnerability, when used with honesty and intention, builds far more credibility than trying to be perfect. What inspired you to start Comms and Conversations, what is your vision, and what has been your biggest takeaway from engaging with other professionals? About two and a half years ago, I started the vodcast series Comms and Conversations. It stemmed from a simple but meaningful desire?Çöto give back to the industry while continuing to learn. I wanted to create a platform that addressed topics often overlooked at conferences or panel discussions. The idea was to bring together practitioners and advisors to share balanced, real-world perspectives on the challenges we face in Marketing, PR and Communications. What began as a personal initiative has now evolved into a space where young professionals can learn, reflect and grow. Over 28 episodes and 60+ interviews, I have covered subjects ranging from Performance Marketing and Influencer Strategy to Storytelling, Personal Branding, Reputation Management and more. My biggest takeaway has been the humility and generosity of every guest. These are seasoned professionals, yet they?ÇÖve shown up with a willingness to share openly, avoid jargon, and focus on helping the next generation of leaders navigate their journeys with confidence. Looking ahead, my vision is to include more global voices?Çöso we can expand our lens, challenge our thinking, and bring in fresh perspectives. The fact that these conversations are resonating and helping others makes every bit of the time, effort and personal investment worthwhile.
