Public Relations (PR) in Pakistan remains a largely underdeveloped and often misunderstood discipline. Despite its vast potential to shape public perception, manage crises, and build trust between institutions and the public, it has not received the strategic importance it deserves. While PR functions in some corporate and state institutions are gradually evolving, their inconsistent execution, lack of professionalism, and overreliance on propaganda tactics hinder progress. Nevertheless, for Pakistan to compete in the modern information age, public relations must be treated as a vital pillar of national strategy, not just a tool for damage control or image polishing.
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In its truest sense, public relations is a management function that fosters mutual understanding between an organization and its stakeholders. It is not mere publicity or spin-doctoring, as it is often wrongly perceived in Pakistan. Internationally, PR is used to enhance credibility, navigate crises, communicate policy, and build public consensus. In contrast, in Pakistan, PR is often confined to a single press release, a routine press conference, or a heavily edited TV package.
Historically, the role of PR in Pakistan emerged prominently after the creation of the country in 1947. Institutions like the Inter Services Public Relations (ISPR) were set up to manage the military's media affairs while the Press Information Department (PID) was tasked with disseminating government information. However, with time, these institutions leaned more towards propaganda and less towards genuine engagement. Corporate sector, on the other hand, gradually started investing in PR, but often reduced it to marketing tactics, missing the broader communication strategy that true public relations demands. As a result, PR in Pakistan remains fragmented, reactive, and lacking in strategic foresight
First, most public sector institutions in Pakistan have PR departments in name only. These departments often lack trained professionals, rely heavily on outdated methods, and function reactively rather than proactively. Albeit, there is a tendency to issue statements after a crisis has already erupted, instead of building ongoing communication channels that prevent misunderstandings in the first place. Strategic PR demands planning, foresight, and a narrative-building approach, qualities that are alarmingly absent.
For example, the handling of disasters such as floods or economic crisis often features delayed and uncoordinated government responses. Had PR mechanisms been stronger, public awareness campaigns could have been launched earlier, coordination with media outlets would have been streamlined, and damage to public trust might have been mitigated.
Second, a significant shortcoming in PR practices across both public and private sectors is the overemphasis on media coverage rather than meaningful public engagement. In addition to it, institutions are more concerned about newspaper headlines than about community perception. Press releases are often written in jargon, filled with self-congratulatory rhetoric, and lacking actionable insight or transparency.
In contrast, modern PR is about two-way communication. It includes listening to public concerns, addressing them respectfully, and ensuring that communication is inclusive. In Pakistan, the lack of town hall meetings, community consultations, and digital engagement tools is evident. This has led to a disconnect between the government and the governed, and between businesses and their customers.
Moreover, time and again, Pakistan has faced image crises, both at the domestic and international levels. Be it terrorism-related incidents, diplomatic challenges, or economic instability, the response often comes late, lacks coherence, and fails to connect with the intended audiences. In most cases, a singular spokesperson is rolled out after public pressure mounts, and the messaging is either defensive or dismissive.
However, contrast this with global best practices where governments and corporations prepare comprehensive crisis communication plans, train spokespeople, and establish war rooms to handle public sentiment in real-time. Pakistan’s ad hoc approach reflects the absence of institutional frameworks and professional training.
In addition to it, the Inter Services Public Relations (ISPR) remains perhaps the most advanced PR institution in the country. From producing documentaries and drama serials to maintaining a strong social media presence, ISPR has demonstrated the ability to create narratives, manage crises, and reach diverse audiences. However, its dominance has also created the perception that PR in Pakistan is synonymous with military messaging.
While ISPR’s efforts are often praised for professionalism and creativity, the broader ecosystem suffers when civilian institutions do not match this standard. PR must be democratized and decentralized. Ministries such as Health, Education, Climate Change, and others need equally empowered PR departments to communicate their missions, policies, and successes with clarity and consistency.
Furthermore, Pakistan’s international image suffers from being portrayed disproportionately through a security or terrorism lens. While some of it is unfair, much of it is the result of ineffective global public relations. Countries with smaller economies and greater internal challenges have managed to cultivate far more favourable global reputations by investing in soft power, public diplomacy, and cross-border PR campaigns.
Therefore, Pakistan needs a unified national narrative, communicated through embassies, media liaisons, cultural exchange programs, and international influencers. Instead, its diplomatic missions often lack dedicated communication experts, and coordination between ministries and embassies remains weak. PR could serve as a tool of international diplomacy, helping Pakistan attract investment, tourism, and political goodwill, if only it were taken seriously.
Additionally, with nearly 90 million internet users, Pakistan is well-positioned to leverage digital platforms for real-time public engagement. Yet, most institutions maintain dormant social media accounts, and when active, they either post generic updates or engage in combative rhetoric. Few understand the algorithmic nuances of digital platforms or the need for interactive content.
However, digital PR is not just about tweeting updates or issuing video statements. It involves data analytics, audience segmentation, trend tracking, and timely engagement. Moreover, countries like India, Turkey, and the UAE have launched successful digital diplomacy campaigns. Therefore, Pakistan must invest in digital PR talent and technologies to remain relevant in the modern communication landscape.
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While PR in Pakistan is evolving, it remains far from the transformative tool it could be. The primary issue is not the lack of platforms or even resources, but the lack of vision, professionalism, and strategic thinking. Instead of empowering communication experts, many institutions continue to treat PR as an afterthought, a public-facing wing to clean up messes rather than prevent them. Moreover, the culture of censorship, intolerance to criticism, and lack of transparency often undermines genuine PR efforts. Without institutional reform and a paradigm shift in understanding PR, Pakistan risks remaining a reactive player in a world that rewards proactive engagement.
In conclusion, it can be said that in a rapidly changing world where perception often precedes reality, public relations must be recognized in Pakistan as a strategic necessity, not a luxury. It should serve as a bridge between the rulers and the ruled, between corporations and consumers, and between the state and the international community. Strategic, inclusive, and transparent PR practices can rebuild trust, strengthen institutions, and shape a narrative that truly reflects the aspirations and realities of the nation. Thus, for Pakistan to chart a confident path forward, it must first learn to communicate better, with itself and with the world.
