Page report highlights management communications opportunity
A new report makes the case for the elevated role of corporate communications in management.
The corporate communications or public relations function was elevated during the COVID-19 pandemic. Communications leaders participated proactively in management meetings and daily executive standups and addressed a wide range of issues, from public health emergencies to mental health and public relations challenges.
I described this shift in a paper for the Government Communication Service in 2020. My doctoral study at Leeds Business School is focused on whether this elevated role can be sustained and consolidated.
The industry consensus is that the situation has reverted almost as quickly as it rose, and the function has returned to communicating management decisions rather than being an active part of the management decision-making process. Dr Shannon A. Bowen originally observed this dynamic in a 2009 study.
A new report - Beyond communication: CCO leadership in navigating new complexity - published by the Page Society supports my argument for the elevated status of the corporate communications function.
The Page Society, also known as the Arthur W. Page Society, is a professional association for senior public relations and corporate communications executives.
The report argues that the current role of corporate communications has been elevated significantly because of geopolitical uncertainty, technological disruption, societal shifts, and heightened stakeholder expectations.
The transformation sees the chief communications officer (CCO) expanding their responsibilities to include sustainability, public affairs, and brand management, integrating advanced technologies to enhance engagement and playing a role in crisis management and ethical stewardship.
These changes are driving change within the corporate communications function. The report sets out four areas:
CCOs are rising to the challenge
CCOs are embracing expanded roles that include sustainability, public affairs, and brand management, thereby integrating themselves deeply into strategic decision-making processes. They leverage advanced technologies for personalized stakeholder engagement and navigate complex societal issues to build trust and drive long-term business success.
Broadened scope of responsibilities
This expansion is enabling CCOs to drive comprehensive strategies that align corporate actions with broader societal values and stakeholder expectations, fostering trust and long-term success.
Technology and the function
Technology is transforming how CCOs engage with stakeholders by enabling more personalised, data-driven, and efficient communication strategies. These technologies provide deeper insights and facilitate more effective and ethical decision-making processes.
Teams are not yet suited to new demands
Many teams lack the skills, resources, and support to handle the increasing complexity and integration required in modern corporate communications. As the role of CCOs expands to include new areas such as sustainability and advanced technology, there is a need for investment in team development, technology, and well-being.
The report argues that CCOs must champion multistakeholder engagement to align organisational actions with diverse stakeholder needs, fostering trust and sustainable practices. They shape corporate character and trust by leveraging technologies and data analytics for deeper insights and impactful strategies, enhancing corporate reputation.
My view is that corporate communications is the only management function with a relationship perspective of an organisation. This position is uniquely based on an internal and external context and a balance of emotional and intellectual intelligence.
CCOs create societal value through environmental stewardship, social responsibility, and ethical governance, ensuring that corporate actions support broader societal values and contribute to sustainable development.
Methodology
The report applied a mixed-method approach based on engagement with CCOs through in-depth interviews, surveys, and collaborative research with Edelman. This iterative process included broad data collection and feedback.
