Mastering Corporate Reputation and Global Regulation: Strategies for Business Success

Ekaterina Lebedeva, a veteran in government relations and corporate strategy, shares how she transforms reputations and drives business growth across industries. 

A recent survey by McKinsey study revealed a glaring disconnect in corporate engagement, with less than 20% of global executives consistently able to influence regulatory decisions. This challenge highlights the growing importance of integrating external engagement strategies into core business functions — far beyond traditional CSR efforts.

Today’s companies must do more than comply with regulatory frameworks; they must actively shape them, ensuring their reputations remain resilient amid increasing scrutiny from governments, regulators, and the public. One individual who has mastered this process is Ekaterina Lebedeva, a 20-year veteran in government relations (GR) and corporate strategy. Known for her transformative work with a pioneering partnership-based IT company, where she redefined the company’s image and increased its turnover by 35%, and her role in promoting Geropharm’s Sputnik V vaccine, Lebedeva has pioneered approaches that turn reputation management into a competitive advantage. Her ability to integrate GR and PR strategies has not only enhanced the public image of these companies but also significantly boosted their business performance. These insights make her expertise crucial for leaders looking to navigate the complexities of global regulation and public trust.

In this interview, we explore the critical role of government relations and public engagement in shaping corporate reputations and how businesses can use these tools to influence regulatory decisions, protect their brands, and maintain public trust in an increasingly regulated world.

Ekaterina, you have been working in GR and PR for over 20 years with large companies. How did you start your career in this field, and what attracted you to corporate reputation management? 

– I began my career in GR after completing two degrees in economics and political science at Saint Petersburg State University. My early work was in political consulting, including projects with key figures in Russian politics like Irina Khakamada and Boris Nemtsov. However, my real shift towards GR and PR came during my time as a municipal deputy, where I saw firsthand the importance of bridging the gap between businesses and government authorities. What attracted me to corporate reputation management was the strategic impact it can have on a company’s success. I was particularly motivated by how effective GR and PR can reshape public perception, which I first applied while working with pharmaceutical companies, and later transitioned to the IT sector. The ability to transform a company’s standing and influence is a challenge that continuously excites me.

You specialize in corporate reputation transformation. What changes in PR and GR approaches do you consider most important for successful corporate image building in today’s business environment? 

– One of the most significant changes is the need for a deeper integration of PR and GR strategies. In today’s highly competitive and regulated business environment, companies must not only manage their public image but also effectively engage with government policies. GR provides the framework for navigating regulations and influencing policy, while PR ensures that the company’s values and initiatives resonate with the public. For example, in my work with one of Russia’s leading technology companies, we combined these approaches to not only change their public perception but also build stronger relationships with government bodies. Another key aspect is transparency and corporate social responsibility (CSR). Modern consumers and regulators expect businesses to actively contribute to society, and CSR initiatives play a vital role in reputation building, as demonstrated in projects where we distributed medical devices to support public health efforts.

One of your notable successes is your work with a prominent technology firm, where you significantly improved the company’s image and increased its turnover by 35%. What key steps did you take to achieve these results, and what was the most challenging aspect of this process? 

When I started working with this company, the company faced significant reputational challenges. The first step was to conduct a comprehensive audit of the company’s public image and identify the core issues that were hindering growth. We then developed a dual strategy combining PR and GR efforts. On the PR side, we worked on rebranding the company, improving its communication with the public, and aligning its messaging with key industry trends in IT. We also focused on transparency and corporate social responsibility, which helped to reshape public perception.

On the GR side, we engaged with government authorities to demonstrate the company’s value in contributing to national IT development. This included organizing roundtables and forums where the company could showcase its innovations and build stronger relationships with decision-makers. The most challenging part of the process was overcoming the initial skepticism from both the public and industry partners, as the company’s previous image had been largely negative. However, through consistent and transparent communication, combined with targeted government relations, we were able to turn that perception around. As a result, the company not only improved its image but also saw a 35% increase in turnover, positioning itself as a leader in its sector.

Your experience spans multiple industries, from pharmaceuticals to IT. For instance, you played a key role in promoting the “Sputnik V” vaccine through Geropharm. How do reputation management approaches differ in such diverse sectors, and what remains consistent? 

– Reputation management varies significantly between industries like pharmaceuticals and IT, primarily due to the nature of the products and the regulatory environments. In pharmaceuticals, the focus is often on safety, compliance, and public trust. When working with Geropharm on promoting the Sputnik V vaccine, we had to ensure that the messaging emphasized scientific credibility, regulatory approval, and public health benefits. The success of such a campaign relied heavily on government relations, as well as partnerships with healthcare institutions, which made GR a central part of our strategy.

In the IT sector, the emphasis tends to shift towards innovation, data security, and the ability to adapt to rapidly changing market demands. When working with this technology company, for example, the focus was on positioning the company as a leader in technological advancements and building strong relationships with both public and private stakeholders. Although the industries differ, what remains consistent is the need for transparent communication, building trust with key stakeholders, and aligning the company’s goals with the expectations of both the public and regulatory bodies. Across both sectors, the core principles of GR and PR — engaging with the right partners, demonstrating value, and maintaining credibility — are crucial to successfully managing and transforming corporate reputation.

What role do social projects and corporate social responsibility (CSR) play in shaping a company’s reputation? For example, in one of your projects, you organized the distribution of 100,000 glucose meters. How did this affect the company’s image among the authorities and the public? 

– CSR is an essential part of modern reputation management. Social projects demonstrate a company’s commitment to the well-being of the community and contribute to building trust with both the public and government authorities. In the case of the glucose meter distribution, the initiative was designed not only as a charitable act but also as a strategic move to highlight the company’s dedication to public health and support for vulnerable populations. By involving government officials and media, we amplified the impact of the project, making the company more visible and respected. CSR initiatives like this help create a positive perception, showing that the company is socially responsible and aligned with broader societal goals, which in turn strengthens its reputation.

GR plays a key role in your work. How can engagement with government authorities improve a company’s reputation? Can you share your experience, for example, with promoting Geropharm or working with working with the InFinTech Corporation? 

Engaging with government authorities is crucial for building a company’s credibility and trust, especially in regulated industries like pharmaceuticals and IT. In the case of Geropharm, our work involved not only promoting the Sputnik V vaccine but also navigating regulatory frameworks and ensuring that the company was seen as a trusted partner in the public health sector. In the IT sector, particularly with InFinTech Corporation, we focused on aligning the company’s goals with government initiatives on digital transformation. By organizing events such as roundtables and forums with key decision-makers, we were able to position InFinTech Corporation as a critical player in national digitalization efforts. This type of GR engagement enhances a company’s reputation by demonstrating its alignment with governmental priorities and its role in advancing important public agendas.

One of your significant achievements is the ‘Digitalization-2024’ project, which aims to extend digital transformation to small and medium-sized businesses across Russia. For an international audience, can you explain how such large-scale initiatives contribute to building a positive corporate image? 

– The Digitalization-2024 project is a national initiative aimed at driving the digital transformation of small and medium-sized enterprises (SMEs) across Russia. In a country where many businesses are still adapting to new technologies, this project plays a crucial role in modernizing the economy and increasing competitiveness. By supporting SMEs through digital tools and infrastructure, we help them integrate into the broader digital economy, which not only fosters growth but also aligns with the Russian government’s strategic priorities for technological advancement.

For  companies like InFinTech Corporation, leading such an initiative positions them as pioneers of digital innovation and as essential partners in the country’s modernization efforts. This kind of leadership not only improves operational efficiencies and economic outcomes for SMEs but also significantly enhances the corporate image of companies driving the transformation. It demonstrates their commitment to societal progress, economic development, and alignment with governmental objectives, which is critical for building trust and credibility both in the eyes of the public and among key stakeholders. These large-scale projects help companies showcase their value beyond profits—by contributing to national progress, they strengthen their reputation as responsible, forward-thinking industry leaders.

In your opinion, what is the key factor for successfully changing public opinion about a company? And how do you maintain a long-term positive image for the companies you work with? 

The key to changing public opinion lies in transparency and consistent communication. A company needs to be open about its values, objectives, and challenges. When repositioning a company, we focus on aligning its actions with its messaging — ensuring that its public statements match its business practices. This builds trust over time. To maintain a long-term positive image, I emphasize ongoing engagement with stakeholders, both public and private, and continually adapt the strategy to reflect the company’s growth and the evolving expectations of its audience. Continuous monitoring of public sentiment and proactive communication also play critical roles in sustaining a favorable reputation.

What advice would you give to company leaders who are facing reputation challenges and looking to change public opinion? 

My advice would be to start with an honest assessment of the situation. Understand where the negative perception comes from and address it directly. It’s important not to ignore or downplay issues but to take responsibility and show how the company is working to improve. Engagement is crucial — communicate with transparency, be open to dialogue, and involve key stakeholders. Additionally, leaders should focus on delivering real, measurable results that demonstrate change, as actions speak louder than words. A well-executed PR and GR strategy with clear messaging and visible, positive actions can help rebuild trust and shift public opinion.

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