FleishmanHillard's Ryo Kanayama on why traditional PR models are no longer relevant

As Japanese companies face growing pressure to expand internationally and navigate increasingly complex stakeholder environments, the role of communications is undergoing a quiet transformation. At FleishmanHillard Japan (FHJ), group president Ryo Kanayama has spent the past year watching that shift unfold in real time.

Having stepped into the top job last April—following senior roles at Seiyu, Deloitte Tohmatsu Group, and an earlier stint at FHJ—Kanayama is now focused on helping Japanese organisations view communications not just as a functional necessity, but as a strategic lever for leadership, reputation and readiness in an unpredictable world.

In this conversation with Campaign, he discusses why the traditional PR model no longer fits the demands of modern business, how Japanese firms are responding to globalisation, and why being able to communicate across silos, cultures and crises is no longer optional.

You’ve just completed your first year as group president. What’s stood out most to you?

Over the past year, I’ve seen communications start to be taken far more seriously as a core part of business management in Japan. Japanese companies are accelerating their global expansion, public attention around scandals is growing, and more overseas firms are attempting takeovers of domestic businesses. Amid all that, I think a lot of people are beginning to realise that how companies relate to society, to their stakeholders, and to the broader global community is under constant scrutiny.

What makes the Japanese market a unique challenge for communications professionals?

Japan’s business culture is still deeply shaped by the Japanese language, and that extends into media and PR functions. On top of that, there’s still a strong belief in self-reliance among many Japanese companies—they often prefer to handle things internally as much as possible. But globalisation and digitisation are reshaping the playing field. We’re now in an environment where logic alone isn’t enough. If you’re not closely monitoring both traditional and emerging models—and if you’re not equally tuned into the Japanese-language business environment and the English-speaking global one—you won’t be able to meet your clients’ needs. It’s a tough, demanding market for people working in PR.

You spent nearly two decades in in-house communications roles. How has that informed your approach now that you’re leading the agency?

After starting out at FHJ, I spent 17 years in corporate roles across PR, communications, marketing and branding. That gave me the chance to work on communications strategies that directly supported business goals—from internal culture change to brand positioning and crisis management. I’ve always focused on how to sharpen communications as a strategic function within management, and how to build the kind of systems that allow an organisation to use that function effectively.

How does that experience translate into the way FHJ supports its clients?

Our strength lies in the ability to think and advise from a management perspective. We’re not just looking at things functionally—we’re thinking across departments. In normal circumstances, things run relatively smoothly. The sales team speaks to customers, HR communicates with employees, and finance handles shareholders and investors—all within their own verticals. But when a crisis hits, or when a company is trying to drive major internal change, those silos can lead to serious miscommunication.

And when companies are operating globally, that challenge increases?

Absolutely. Once you're dealing with multiple markets, cultures, languages and stakeholders, things get even more complicated. You need to be able to design communications from the top down—through a management lens—and make sure they’re understood and effective across every region.

Let’s talk about the Global Emergency Response Desk, which you launched earlier this year. What prompted that?

As Japanese companies globalise, more of them now have the majority of their production bases or sales operations overseas. But their corporate affairs functions aren’t always equipped to respond globally. Communications is heavily influenced by local culture, and there are often concerns in those markets that wouldn’t even cross the mind of someone based in Japan. Even a perfectly translated message can fall flat—or worse, be misinterpreted and cause issues. There’s more diversity than ever in how and where communications is happening. So companies are asking: How do we reduce risks? How do we take a more proactive, marketing-driven approach while still protecting the brand? Trying to play both offence and defence—across multiple regions, cultures, and stakeholders—isn’t easy.

What exactly does the Emergency Desk offer?

We created the Emergency Desk to help address those needs before things go wrong. A lot of companies tell us it feels too late once a crisis hits. This gives them a direct line and a clear structure they can activate early. Also, people often assume foreign-affiliated PR firms like ours only work with multinationals. But globalisation is no longer something that only affects foreign companies or a handful of large Japanese corporations. We’ve got a strong and flexible global network, and we want to bring that to more Japanese businesses who can no longer afford to stay out of the global conversation.

FHJ has also launched an internal learning initiative called “Genki Juku” (loosely translated as 'energy school'). What was the thinking behind that?

As I said earlier, PR is a cross-functional discipline—but it also reflects society. If we can help create more leaders who can bridge the silos between disciplines, industries, and regions, we’ll see more vibrant, more connected organisations. That has a knock-on effect on society and the people working within it. Helping make that happen is part of our job. We need to stay connected to what’s happening in society—what issues people are discussing, what they’re struggling with, what they care about. As consultants, we can’t make meaningful recommendations unless we’re learning all the time and keeping our ears to the ground.

Our company’s slogan is ‘Using the power of communication to make Japan more energetic’—but to do that, we have to be energised and curious ourselves. That’s how we come up with ideas and solutions that really stand out for our clients.

What are the main focus areas for FHJ moving forward?

We’re putting a lot of energy into two pillars: corporate affairs and brand impact. Corporate affairs is about earning the understanding and support of stakeholders. It’s about creating an environment that gives you a licence to operate. Without strong relationships—whether with regulators, society, or broader stakeholders—it’s hard to grow a business. This area includes crisis management, change management (creating the right environment for corporate reform), financial communications, public affairs, and responsible business practices. These support key management issues through communications.

Brand impact goes beyond traditional product PR. It’s about using data to strengthen engagement with customers in ways that can directly drive sales. By combining both with our global network, we want to help Japanese companies grow internationally, build and protect their reputations, and connect communications directly to management impact.