Global business has entered an era of constant flux. Trade barriers shift overnight, sanctions redraw supply chains, and export restrictions appear as fast as new markets open. According to World Bank data, global trade restrictions have increased roughly fivefold since the mid-2010s.

Political tensions, energy security concerns, and rapid regulatory change add further layers of uncertainty. Business newspaper Handelsblatt reported recently that around 70 percent of German industrial companies are redirecting investments toward foreign markets.

International communication is a must

For internationally active mid-sized companies, this creates pressure to adjust their production footprint, tap into new markets, or reshape supply chains. All of these steps must be supported by professional, strategic communication to either establish a corporate brand, strengthen an existing presence by capitalizing on new investments, or protect reputation in locations affected by the downsizing or even closure of operations.

Moreover, communication strategies and implementation must ensure consistency at a global level while acknowledging cultural differences locally, ensuring optimized execution. All of this has to be achieved based on communication budgets and in-house resources that tend to be considerably leaner than those of big multinational corporations. The European Communication Monitor consistently shows that mid-sized companies face a structural gap between the complexity of their communication tasks and the in-house resources available to address them.

Made for the mid-market

This is where the virtual agency model comes in. In contrast to traditional network agencies with management layers, fixed teams that need to be kept booked, and representative offices, this model brings together senior, independent professionals who cooperate in a flexible, international structure, each with access to their own network of local specialists.

This makes it possible to assemble teams that bring together precisely the kind of expertise required for a specific assignment, underpinned by the appropriate capacity. In other words: clients receive and are billed for sound guidance and proficient execution, and nothing else.

New technologies, new momentum

The concept is not entirely new, of course, but emerging technology has significantly increased its feasibility, enabling seamless cooperation across markets at very limited cost.

Collaboration platforms such as Teams, Slack, and Miro allow dispersed teams to brainstorm, collect and evaluate information, build libraries, and work jointly on documents across time zones. Harvest, originally an online time-tracking tool, now provides an integrated workflow spanning resource planning, budget control, reporting, and invoicing. Global payment services such as Wise facilitate international transactions in local currencies, drastically reducing administrative effort and banking fees.

More specifically in corporate communications, AI-assisted tools increasingly support routine chores such as research, media monitoring, translation, workshop documentation, and standard drafts. McKinsey estimates that roughly two-thirds of everyday tasks in HR management can be partially automated through generative AI — an assumption that may also hold, at least in part, for corporate communications.

Adding value where it matters most

This automation of routine work creates an opportunity: it frees up capacity for the strategic, high-judgment tasks that still require human expertise. Research by the Chartered Institute of Public Relations (CIPR) argues that judgment, ethics, and contextual understanding — the very capabilities applied in strategic framing, stakeholder interpretation, and narrative design — remain core human strengths in public relations.

This makes access to senior, context-aware advisory capacity particularly important in organizations operating across multiple locations with lean communication teams.

A virtual agency addresses this gap by combining centralized planning, coordination, reporting, and administration through a single point of contact with optimized, insightful local adaptation and implementation. This approach addresses another pain point, as well – namely the fact that lean, local business units are typically focused on production or sales and lack the resources and experience to manage a corporate communications agency day-to-day. In the virtual agency model, the highly experienced local partners provide guidance to local management where required and act with independence where allowed.

A proven concept

The example of Beckers Group, a German specialty chemicals company, demonstrates how the model works in practice. For this client, a crisis management framework was first developed centrally, which is now gradually being implemented across 16 countries on five continents.

In each location, a local network partner supports adaptation to local conditions, conducts training and simulations, and stands ready for hands-on communication support if needed. Once the rollout is completed, the company will have established a globally consistent crisis response capability at a modest budget.

What makes this example relevant is not so much its scale, but rather its transferability. Similar challenges arise whenever a company needs to ensure that key messages, responsibilities, and management processes are understood in every location regardless of culture, language, or organizational maturity.

A matter of choice

Traditional network agencies will of course continue to have their place, especially where global players require 24/7 access to large, multidisciplinary teams or ongoing high-volume execution of integrated campaigns. For mid-market companies, however, the case for the virtual agency model may continue to grow.

The relevant question is not which model will dominate, but which option best supports a company’s specific structure, resources, and ambitions.