In a world increasingly defined by division and skepticism, building genuine customer trust has become the most critical—and most challenging—task for any brand. We’re sitting down with a leading e-commerce strategist and expert in customer engagement who has spent her career dissecting the intricate relationship between customer experience and brand loyalty. Today, she’s here to unpack the latest findings from the 2026 Edelman Trust Barometer, which reveal a dramatic shift in consumer behavior driven by anxiety, grievance, and a powerful turn toward insularity.
Our conversation will explore how global brands can navigate this new landscape of “geopolitical insularity” by truly embedding themselves in local communities. We will delve into the delicate process of implementing AI in customer service without alienating the very people it’s meant to serve, and discuss how the very definition of “value” is evolving from simple price tags to a measure of local economic security. Finally, we’ll examine the rising expectation for businesses to act as “trust brokers” in a polarized world and the powerful, migrating influence of peers and employees in shaping brand perception.
Given that consumers increasingly distrust foreign companies, how can a global brand truly localize its customer experience beyond surface-level changes? Please share some specific examples of how investing in local communities and staff can build genuine trust and overcome this insularity.
That’s the central challenge for global brands right now. The data shows a stark rise in what’s being called “geopolitical insularity,” where a one-size-fits-all approach to the customer journey is not just ineffective, it’s actively damaging. To overcome this, brands must adopt what I call a “polynational” model, where the brand feels fundamentally local, not just coated in a thin veneer of local language or imagery. It’s about tangible, long-term commitment. For example, the research shows that hiring customer support staff directly from the local community is a powerful trust signal for 38% of people. It’s not just about having someone who speaks the language; it’s about having someone who understands the local context, the nuances, the shared experiences. This, combined with investing in long-term local projects—something 27% of consumers point to as a trust-builder—shows you’re not just there to extract value, but to create it. It’s about being part of the community’s fabric.
With many low-income individuals fearing AI will leave them behind, how can a business deploy AI in its customer service without causing alienation? Walk me through a transparent communication plan that uses trusted technical experts to prove the innovation is safe, beneficial, and inclusive for everyone.
This is an area where businesses must tread with extreme caution and empathy. The fear is real—a staggering 54% of low-income respondents believe generative AI will leave them behind. You can’t just roll out a new chatbot and expect applause. A successful communication plan has to be built on a foundation of proven safety and tangible benefit to the customer, not just the company’s bottom line. The key is who delivers the message. Trust in CEOs and government leaders is low, but scientists remain highly trusted figures for 76% of the population. Therefore, the communication must be led by technical experts—the scientists, the engineers, the data ethicists—who can explain the innovation in clear, understandable terms. They need to walk customers through how the AI works, the guardrails in place to protect them, and most importantly, how it creates a better, more equitable future for them. The messaging can’t be about corporate efficiency; it has to be about customer empowerment.
We’re seeing a trend where over a third of consumers will pay more to protect local jobs from foreign influence. How does this “geopolitical filter” change the definition of value? What are some practical steps for a global company to prove its local commitment beyond just price?
It completely reframes the concept of value. For years, value was a simple equation of price and quality. Now, customers are applying a “geopolitical filter” to their purchasing decisions. Value is no longer just about affordability; it’s about local security. The fact that over a third of consumers are willing to pay a premium to protect national autonomy and local jobs is a seismic shift. This means global companies can no longer compete solely on efficiency or price. They have to prove their local allegiance. Practical steps involve moving beyond transactional relationships. This means transparently sourcing materials locally, creating career paths—not just jobs—for local employees, and partnering with local businesses. It’s about demonstrating a physical, undeniable contribution to the local economic ecosystem. The customer is now auditing your brand not for the best deal, but for your role in their community’s stability.
In a polarized world, businesses are now expected to be “trust brokers.” How can a company encourage cooperation on divisive issues without taking a side, which 35% of consumers prefer? Describe how active listening techniques can be embedded into a CX strategy to achieve this.
This is a delicate but crucial role for brands to step into. With 70% of the global population operating from an “insular trust mindset,” people are desperate for institutions that can bridge divides. The key is to transform customer service from a passive function into a primary trust-building activity. Active listening becomes paramount. This isn’t just about solving a problem; it’s about making people feel heard. Embedding this into a CX strategy means training your teams in de-escalation and validation techniques that acknowledge the customer’s reality, especially their economic anxieties. When it comes to divisive social issues, the data is clear: 35% of consumers want businesses to be a neutral ground that encourages cooperation, which is far more effective than picking a side, which only 28% prefer. This means creating forums for dialogue, facilitating conversations, and positioning the brand as a space where common ground can be found, rather than a partisan combatant.
Trust is migrating toward peers and influencers, with 57% of people saying a trusted financial influencer could change their mind about a company. How should brands choose these partners to ensure authenticity? And how can they empower their own employees—the most trusted institution—to become effective ambassadors?
The era of top-down corporate messaging is fading fast. Trust has collapsed into a tight circle of peers—”someone like me,” “my neighbors,” “my coworkers.” This means brands must work from the inside out. For influencer partnerships, authenticity is everything. You can’t just buy a megaphone. The data showing that 57% of people would reconsider a distrusted company based on a trusted financial influencer’s endorsement is incredibly telling. The key is to partner with niche experts and influencers whose values genuinely align with your own. It has to feel organic, not transactional. But the most powerful and underutilized resource is a company’s own workforce. “My Employer” is the single most trusted institution, at 78%. Empowering employees to be brand ambassadors is the ultimate trust strategy. This means giving them the information, the freedom, and the platforms to share their genuine experiences. They are the most credible bridge between the corporation and the customer because their voice is seen as real and unfiltered.
What is your forecast for the future of customer trust and its impact on global business strategy?
Looking ahead, I believe customer trust will become the primary metric for business success, eclipsing traditional KPIs like market share or even short-term revenue. The forces of insularity and polarization are not temporary trends; they are fundamental shifts in how people see the world. As a result, CX strategy must evolve from being a functional department focused on service delivery to becoming the strategic core of the business, dedicated to building and maintaining trust. Businesses that succeed will be those that embrace a “transnational localism,” proving their commitment to every community they operate in. They will deploy technology like AI with radical transparency and a focus on human benefit. And most importantly, they will understand that their role has expanded. They are no longer just sellers of goods and services; they are builders of connection, facilitators of dialogue, and, ultimately, brokers of trust in a world that desperately needs it.
