The reach, timeliness and versatility of the new communications environment offered through the Internet and wireless technologies present an unprecedented challenge for companies accustomed to controlling their messages, and they ignore it at their own peril. It pays to get smart fast and to make use of these technologies, because the individuals and interest groups who are the most likely source of image problems have mastered them.

It’s not just rogue Web sites. Consider the recent case of defense contractor Lockheed Martin that has played out in the past month. When Michael De Kort, a lead engineer working on a project refurbishing Coast Guard patrol boats, failed to get his bosses and investigators to address what he deemed mismanagement, he took his case directly to the public. He didn’t go to the mainstream media; he made a 10-minute video and posted it on the popular Web site YouTube in early August. Thousands of people have viewed the video, and he got results.

The Department of Homeland Security’s inspector general has confirmed some of the allegations of mismanagement at the Coast Guard and has “delivered a scathing assessment” according to The Navy Times. By now, the video has generated coverage in the mainstream media, ranging from defense trade magazines to the Washington Post and National Public Radio.

Lockheed Martin’s defense was late and legalistic. The company, through a spokesperson, said that it had investigated De Kort’s allegations and “found the accusations to be without merit.” De Kort has since been laid off “for financial reasons,” a spokesperson told the Post.

The lesson here is that individuals and interest groups have not only mastered the medium, but are using it in creative ways that then manage to garner coverage in the mainstream media – because reporters are getting story ideas from the Web and from Weblogs.

If your organization is the subject of such an attack, you’re likely to have little warning – no calls from a reporter. The allegations are likely to show up in unexpected places and, even if you learn about the initial attack, you’re likely to have a difficult time judging the implications and longer-term impacts.

What to do and how to prepare? First, develop internal methods that bring such potential accusations to the attention of senior management. This can’t have been a big surprise to Lockheed Martin. After all, De Kort had already complained to his supervisors, told his story to government investigators and called Congress, according to the Post. Once you have detected such issues, then anticipate problem areas and be prepared to respond – and to do it quickly to make sure that your side of the story gets told to the appropriate audiences.

In addition, your communications and external relations experts should be smart about the new communication environment fostered by technology. Do you have in place a process that checks these new avenues to find out if your company is showing up somewhere? And do you have a plan for how you’d respond if that were to occur?

Want an independent view of your preparedness for a communications attack? Phone 978-463-7952 or send an e-mail to lkettleson@kettlesongroup.com.