When a Board Fails to Act in Time, Someone Else Writes the Narrative
A fleeting moment at a concert, a camera capturing a private scene, and within hours, a company in crisis. The case of Andy Byron and Astronomer reminded us just how fragile trust can be when public exposure meets a lack of institutional readiness. It’s not about judging personal actions—it’s about understanding how an organization responds when its reputation is suddenly at stake.
Episodes like this should raise a red flag for boards of directors—especially in family-owned businesses. In these companies, what’s at risk isn’t just the business—it’s the family name, legacy, and credibility.
And this is far from an isolated case. We saw it with Volkswagen and “Dieselgate,” the resignation of McDonald’s CEO, the implosion of WeWork, and with Nissan, Wells Fargo, Under Armour, Enron, and many others. Different industries, different causes, same pattern: sudden exposure, delayed response, and a steep reputational cost.
Astronomer took 48 hours to respond. By then, the narrative had already been shaped—by the media, by social networks. The lack of a spokesperson and a clear strategy only reinforced perceptions of chaos. And today, that comes at a high price.
Family businesses bring valuable strengths, but also greater exposure. The close connection between leadership and company culture can become a vulnerability without proper preparation.
That’s why boards must ask hard questions before the unexpected happens: Do we have a clear, active crisis plan? Who speaks—and how—within the first minutes? Have we trained our rapid response team?
Preparation won’t eliminate a crisis, but it can prevent poor handling from making it worse. In Astronomer’s case, the issue wasn’t the camera or the concert—it was the failure to respond in time. In family-owned companies, that delay can cost more than prestige—it can damage the trust of the very audiences that believe in the brand.
A true strategy doesn’t begin when the crisis hits. It begins long before—in the commitment of a board that understands protecting reputation is a conscious decision.
Juan Carlos Roldán para La Prensa
Head of C-Suite Advisory Services
jroldan@komunikalatam.com
LinkedIn: Juan Carlos Roldán
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