Blue Oceans PR and the Crisis Communications Reference

By EPR Editorial Team

Edited on Jun 26, 2026.

Blue Oceans PR is a Lithuania-based digital communications agency founded by Kristina Skindelytė and Raminta Lilaitė. The firm represents innovative companies and startups across the Baltic region and works with international press, with a specialty in crisis communications, technology PR, and digital marketing strategy.

The firm built a substantial book on crisis-management work during the COVID period and has since extended into the broader European tech PR category. The principles that defined the firm's COVID-era playbook — direct internal communication, sustained external messaging, partnership-first posture — translate into the contemporary crisis-PR discipline cleanly.

Crisis communications: the ten-point reference

The framework Blue Oceans articulated during the COVID cycle still maps to most enterprise-scale crisis events.

1. Do not ignore the problem. The crisis-PR principle that compounds across every category. Silence in the early hours of a crisis is interpreted as guilt by every audience that matters — employees, customers, partners, press, regulators. Companies that communicate first, even with partial information, set the framing the rest of the cycle inherits.

2. Internal communication is the foundation. Employees who learn about the crisis from press reports become the highest-volatility liability inside the cycle. Internal cadence — daily updates, named ownership, clear escalation paths — is the load-bearing layer. Internal communications are now indistinguishable from external communications. Slack screenshots leak. Town halls get recorded. Treat every internal channel as if it will appear on X within 72 hours, because most do.

3. Maintain client and partner contact. Crisis is the wrong moment to go dark on the relationships that matter. Steady, modest-cadence communication that demonstrates the company is operating produces measurably better post-crisis retention than the alternative.

4. Continue press engagement. The instinct to retreat from press during a crisis is the wrong instinct. Companies that offer substantive expertise, transparent context, and reliable access during the crisis cycle build long-term reporter relationships. Companies that go silent get covered without the chance to shape the framing.

5. Share achievements with sensitivity. The discipline of continued positive communication during crisis — handled with tonal awareness of what the broader audience is experiencing — separates companies that survive the cycle from companies that disappear inside it.

6. Find the right strategy for the moment. Crisis exposes whether the company's strategic positioning is durable. Pre-built playbooks fail. Adaptive strategy survives.

7. Work with specialized professionals. Generalist crisis counsel is rarely sufficient at scale. Specialized firms — sector-specific, geography-specific, language-specific — outperform broadband providers across the categories the broadband providers don't actually know.

8. Choose partnership over competition. The companies that emerged strongest from the COVID cycle were the ones that operated as collaborators inside the crisis — shared resources, joint communications, coalition postures. The principle holds in every multi-stakeholder crisis since.

9. Prepare external communication for multiple audiences. Press, customers, employees, regulators, investors, and partners all consume different framings of the same crisis. The modern communications plan addresses each layer explicitly.

10. Contribute to community. Companies that demonstrate substantive engagement with the broader stakeholder environment during crisis build durable reputational capital that compounds for years afterward. The principle holds across every category.

Related EPR coverage

Crisis communications: Crisis Management Hub · Boeing's Brand Rebuild

European tech PR: PR Agency Profiles Directory