How uncertainty is reshaping the role of public relations

Uncertainty has long been treated as an episodic challenge in business: a shock to be managed, a crisis to be navigated, or a temporary disruption before a return to stability. 

But, in 2026, that framing no longer holds. Uncertainty has become a permanent operating condition for business leaders across all industry sectors – war, soaring energy costs and political instability are acutely affecting healthcare, technology, and financial services businesses. 

This is evidenced by Luther Pendragon’s new research which shows that nearly 9 in 10 (88%) business leaders say they are currently affected by uncertainty. This challenge is not driven solely by economic volatility or geopolitical instability – it is also clearly linked to mis- and disinformation. 

Almost a quarter of business leaders (24%) highlight excessive and confusing information as a material driver of uncertainty, alongside almost one-fifth (18%) highlighting unreliable or misleading information. There’s also major anxiety over the potential impact of upcoming political and regulatory change. Wider global data echoes this concern. Just under a third (29%) of CEOs worldwide rank uncertainty as a top economic threat – the second biggest concern behind recession, signalling a move beyond cyclical economic concerns towards something more persistent and complex. 

The World Economic Forum has reinforced this view, identifying uncertainty and misinformation as defining risks of the next two years. Together, these signals suggest that leaders are no longer asking when stability will return, but how they can operate effectively without it. This is fundamentally reshaping expectations of leadership, decision-making and the role of public relations.

Why this matters for public relations

These conditions are exposing the limitations of more traditional aspects of public relations. In low trust, high-noise environments, press releases on company news, commentary on zeitgeist issues and even multi-channel campaigns alone are not enough. The business leaders whose voices will be heard are the ones able to look ahead, comment on upcoming challenges to their sector, and also communicate how their organisation is planning to adapt and change.

As organisations navigate overlapping pressures, geopolitical shocks, AI disruption, regulatory flux and volatile markets, the ability to identify upcoming change becomes as valuable, if not more valuable than the ability to explain it.

Forward thinking businesses are recognising this opportunity and are adjusting how they invest in PR and communications services. Rather than waiting for disruption to occur, our research shows that organisations are bolstering their preparations. To mitigate uncertainty in 2026, 39% of business leaders plan to commission new research, 36% are increasing scenario planning, and 33% will adopt more horizon scanning. The aim is not just to manage reputation when uncertainty hits, but to anticipate emerging risks and opportunities before they come to fruition.

This shift aligns closely with the PRCA’s updated definition of public relations, which places greater emphasis on insight, counsel and strategic value, rather than messaging alone. In practice, it marks a move away from reactive communications towards more proactive support.

The evolving role of PR leaders

In an uncertain environment, the core value of PR is changing. The function is moving beyond helping organisations explain what has happened, and towards anticipating changes before they take place. Providing horizon scanning, scenario planning and generating original research will all be a key part of a PR leader’s role.

That transition will help PR leaders secure their position at the top table, not only as storytellers, but as trusted advisers. Our new report suggests that this evolution is not optional. The chaotic start to 2026 looks set to continue at a global level. In the UK, the changing political landscape, not least the upcoming local and devolved nations elections next week, will create further uncertainty and major challenges to decision making. The organisations that thrive will be those who invest in this new, more forward-looking iteration of PR.