Florian Laudan remains on the Corporate Advisory Board

We are happy to share that Florian Laudan remains part of the Academic Society’s Corporate Advisory Board in his new position as Vice President, Head of Public Relations, Media, Sustainability and Politics at Porsche AG.

Most recently, Florian served as Senior Vice President for Corporate Communications and Marketing at ZF Friedrichshafen AG. Before taking on this position, he held several management roles at Mercedes-Benz Bank AG and Daimler Truck AG, gaining extensive international experience. As Head of Communications, he worked for several years in India and Japan for Daimler Truck Asia. He then moved to the company’s headquarters as Head of PR and Internal Communications, Communications Trucks & Buses. In 2022, he initially assumed responsibility for Communications for the Commercial Vehicle Division of ZF Friedrichshafen AG, before being appointed Senior Vice President of Corporate Communications and Marketing in 2024.

Talking business & getting personal

In a brief interview, Florian took us behind the scenes of his career journey and shared his perspective on the credibility of corporate communication. He also offered a glimpse into the experiences that have shaped his thinking along the way.

What originally drew you to corporate communications? How has your perspective on the role evolved across your career in the automotive industry?

As a child I visited my uncle, who was a foreign correspondent for the Westdeutscher Rundfunk in Kenya. Since then, I wanted to become a journalist, which led me to studying History and Business Administration. Along the way at some point, I decided that I would rather push topics on the corporate side, instead of merely reporting about them. What has changed over the years is the role communication plays within organizations. Today, communication is increasingly part of the conversations that help shape them.

Porsche is navigating a major transformation, particularly around electrification and shifting global markets. What does effective and credible communication look like in such a phase for a strong heritage brand?

What matters most is transparency and credibility. You need to tell a compelling story, but it has to be grounded in reality. Porsche is a brand with an incredible fanbase far beyond our customers, a rich heritage and an image of being humble and approachable, despite its high price point. With an image like that, you have to be open about challenges, not pretend to be something you’re not and stay
authentic. Ultimately, corporate communications isn’t that different from personal communication. Trust is earned in much the same way.

From your experience, where can collaboration between academia and corporate practice most
meaningfully improve how we approach communication today?

More than natural sciences, communication studies are an empirical discipline. Case studies, data collection, and dialogue with practitioners are what make meaningful scientific findings possible in the first place. On the other hand, companies are often driven by operational pressure and day-to-day decisions, while academia has the time and the tools to step back, identify broader patterns and challenge assumptions. Bringing those perspectives together helps both sides better understand how communication works in a rapidly changing world.

Which professional experience, perhaps from your international roles, has shaped your understanding of leadership and communication the most?

Having lived in Germany, India, Japan, France and Belgium and having worked with colleagues from all over the world, has taught me an important lesson: cultures, societies and communication styles may differ, but people look for the same things. They want a sense of purpose, clear direction, and appreciation for their contributions. And clear communication is the most important leadership tool to reach this goal. The biggest misconception is that communication can be delegated to one department. In companies it can be orchestrated by the communications department but is a responsibility that extends from the CEO to each team leader. In some cultures, it is more direct, in others more coded, but it’s always about orientation and purpose. The way this is expressed varies, but the underlying principles are remarkably universal.

Is there a recent idea, debate, or insight – inside or outside your industry – that has particularly influenced your thinking?

One idea that resonates with me is the growing recognition of communications as a strategic advisory function. Communication has always been about more than announcing decisions. But in today’s environment – marked by uncertainty, complexity and rapid change – that role has become even more important. Good communicators help organizations make sense of complexity and navigate difficult conversations.

Looking back on your career, what is something you once believed about corporate communications that you have since had to unlearn?

I wouldn’t call it unlearning. It’s more a lesson that keeps being reinforced: there is no universal playbook for communications. Technology, media and society are constantly evolving, which means we have to keep evolving as well. After all, communication is about people – and people rarely fit neatly into a formula.

Thank you, Florian. We are pleased that you remain a member of the Academic Society and sincerely appreciate your valuable contributions. We look forward to continue working with you and to benefiting from your expertise and insights in the years to come.

You can find all the partner companies on the Corporate Advisory Board here.