Written by Lucia McCabe

Recent news of comedian Laura Johnston’s terrifying roadside assistance ordeal that led to industry change got me thinking about the growing influence of community-led campaigns.

People power isn’t new; for decades, communities, advocacy groups and grassroots campaigns have influenced decisions and shaped outcomes.

What’s changed, however, is not just the speed at which these movements can mobilise, but the sophistication of the tactics being used.

Conversations that once took months to build momentum now gain traction in a matter of days. Today’s advocacy groups use a multi-pronged approach combining earned media, stakeholder engagement and community mobilisation to amplify their message and drive action.

For organisations, these conversations are often an early warning sign that an issue is emerging. Understanding how they gain momentum, why they resonate and what they reveal about audience concerns is becoming an essential part of protecting and strengthening brand reputation.

The brands that respond most effectively recognise emerging issues early, listen carefully and engage in a way that builds trust before conversations escalate.

Those that fail to do so learn the hard way about what happens when collective voices unite behind a cause.

How one voice influenced real-world outcomes

It’s important to remember that not every movement begins with an organised campaign. Sometimes all it takes is one person’s experience to trigger broader change.

Laura Johnston for example, shared a TikTok video last month about her experiences while waiting for roadside assistance.

After breaking down late at night outside Canberra, she waited for help to arrive. She was met by a contractor in an unmarked vehicle, and what began as a simple request for identification soon turned into a frightening ordeal.

As momentum grew online, Laura launched a petition calling for change. It has since gained over 40,000 signatures, sparking conversations around customer safety and accountability.

In response, the NRMA introduced an identification code system for contractors, while other providers also moved to strengthen their verification processes.

For organisations, it’s a reminder that conversations gaining momentum are often more than social media noise. They can be an early signal of an issue that needs addressing.

The communities driving corporate change

Across Australia, communities are increasingly demonstrating the influence they can have when they unite behind a shared concern. While some movements begin with an individual’s experience, others are led through coordinated campaigns.

One example is Mad F***ing Witches (MFW), a volunteer-led movement that aims to expose misinformation, misogyny and harmful media narratives.

MFW relies on its supporters to take direct action, encouraging members to engage directly with businesses, advertisers, and decision-makers. The objective is simple: encourage organisations to better understand what their advertising dollars are supporting.

The group’s #VileKyle campaign provides a clear example of this. According to MFW, more than 2,000 advertisers withdrew from Kyle Sandilands’ radio program due to sustained community advocacy.

Regardless of where you sit on the issues being debated, the broader takeaway is difficult to ignore. Communities are becoming increasingly organised, strategic and effective in how they shape public debate and apply pressure to organisations.

How to respond before issues escalate

For communication leaders, the lesson isn’t that every petition or social media campaign poses a reputational risk. It’s that these moments can provide valuable insight into emerging audience concerns.

The most effective organisations use them as an opportunity to understand what’s driving the conversation. They listen to stakeholders, engage with affected parties and regularly assess whether their partnerships, policies and positions continue to align with evolving expectations.

In an environment where influence can build quickly and from unexpected places, organisations that recognise these signals early are better positioned to respond, adapt and maintain trust.