“What Matters in PR” shines the spotlight on PR leaders in the industry. We speak with Lavanya Wadgaonkar, Chief Communications Officer at Nissan Motor Corporation. Lavanya gives us a fresh perspective on three critical use cases for PR in the boardroom, discusses cross-functional collaboration, and tells us how she builds her team.
How did your background prepare you for a role in Communications?
I didn’t start my career in corporate—I came more from the creative side. I hold a PhD in Film as a narrative and come from a family of filmmakers. I’d say I’m more closely associated with performance arts and storytelling. And I’ve always felt that gives me an edge.
One thing I always appreciate is the choices I’ve made along the way, because they’ve shaped me into a good communicator. I’ve had experience with P&L, marketing, distribution, and public affairs.
What that’s done is give me a broad range of perspectives. As you grow in your career, those perspectives automatically become one of your greatest tools. You don’t have to consciously think about your audience—your mind is already processing it subconsciously.
I think you’d be able to share some great insights on communicating with the board. How do you present PR’s position within the business, and how do you advocate for it?
The board is really zeroing in on reputation management these days. It’s interesting because while reputation has always been important, it’s only recently that companies have started to see it as something they can actively manage. Now, it’s recognized as a key part of corporate strategy that can be measured and influenced.
This shift shows just how committed the board is to shaping and protecting the organization’s reputation—it’s become their top priority.
Another big piece of this focus is about demonstrating value. I often find myself chatting with your team and mine about how we measure our success. It’s crucial that we establish clear metrics that show how our efforts contribute to the organization’s reputation and overall success. By aligning these metrics with what the board is aiming for, we can provide valuable insights that help in decision-making and highlight our commitment to creating value.
“My job is to translate those measurements into a language the board can understand. The board speaks the language of business, and it’s crucial to convert the value of communications into business language that resonates with them.”
Lavanya on what she focuses on in her role
The third point highlights the increasing acknowledgment of the board’s strategic importance. Historically, discussions surrounding the board’s role were limited, often confined to critical analyses in academic circles or specialized publications. Typically, the focus was mostly on the CEO. However, there is a notable shift occurring, with a growing awareness of the board’s influence on governance and strategic direction.
As we navigate these evolving priorities, our responsibility to communicate effectively about people, sustainability, governance, and ethical practices becomes paramount. With the increasing significance of these topics, stakeholder perceptions are also shifting, leading to heightened expectations for transparency and accountability.
Since we are on the front lines of managing these stakeholder relationships, our role in building trust and engagement has never been more important. By actively promoting and embodying these values, we not only boost our credibility but also support the board’s strategic vision. This alignment allows us to act as essential facilitators in steering the organization towards sustainable success, ensuring that the board is well-prepared to make informed decisions that align with stakeholder expectations.
We won several awards together across multiple categories at the AMEC awards this year. How important is measurement for Nissan and what does best practice mean to you?
I would rephrase “measurement” with “insights” because in my opinion, the term measurement implies looking backward.
“When we shift the focus to insights, it becomes a more forward-looking approach. Yes, understanding past actions is important, but the key lies in leveraging that information to drive future progress. The shift from measurement to insight is pivotal.“
Lavanya on the difference between measurement and insights
We also need to evaluate results differently. That’s crucial for Nissan. In the past, there was a tendency to focus on vanity metrics to prove value, especially when vying for budget approvals.
But that phase is behind us. Today, our focus is on using data to inform and refine our actions moving forward.
Communications blends art and science, and that’s the beauty of it. Science—through measurement and insights—helps channel the art of communication effectively, giving it structure and direction. Without this balance, communication can become too abstract.
When it comes to team-building, what qualities do you look for when selecting people to work with you?
I find that traditional job descriptions can be limiting. If someone has expertise in multiple areas, why restrict them to a single role? Over time, I’ve realised that the idea of a perfectly cohesive team is unrealistic. Even within a family, everyone’s different.
Instead of trying to find the perfect individual for a specific role, I focus on creating a flexible environment that accepts diverse personalities and perspectives. I start with available skill sets and work with what’s present, filling gaps as needed.
Ideally, we should design jobs around the person’s unique skill set. This approach, though radical for some, seems to resonate more with the future generation, who prefer not to be confined by rigid job descriptions.
That’s a bold and inspiring approach for the future workplace. How should teams work across functions to ensure insights are communicated and acted upon?
This is easier said than done. By nature, communications should be cross-functional, given that our role revolves around messaging that ties different teams together.
However, in day-to-day operations, people often become siloed in their specific tasks and forget the essence of communication—we’re influencers, facilitators, and service providers.
It’s crucial that we embrace this responsibility, regardless of the function, to ensure the flow of communication within the company.
Looking ahead, what’s the key challenge for communicators in an increasingly fragmented and fast-moving media landscape?
“It’s easy to feel pressured to be everywhere—on TikTok, Instagram, etc. But you must ask: is this where my audience is? The reality is, as attention spans shrink and media becomes more fragmented, mass communication is no longer effective.“
Lavanya on keeping up with trends
Precision is essential. Instead of targeting broad demographics of consumers such as Japan, China, and India, we need to narrow down our audience to understand what will truly resonate with them. This requires a shift away from linear thinking and more towards agile, precision-driven communication strategies. By honing in on the unique needs and preferences of these targeted segments, we can craft tailored messages that foster deeper connections and drive meaningful engagement.
That’s an excellent point. Finally, what are you looking forward to achieving in 2025, both professionally and personally?
Professionally, I’m focused on integrating AI tools into our communications strategy. I believe that adopting ethical AI will be a game-changer for our team, enabling us to make data-driven, insightful decisions that enhance our communication efforts.
Personally, I’m looking forward to continuing this journey of evolving as a leader.
Read other What Matters in PR? interviews here.
