The CCO as Pacesetter: What It Means, Why It Matters, How to Get There

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This is our most exhaustive research project on the evolving role of the CCO. Over 18 months, we talked with more than 200 senior communications leaders around the world and conducted a survey of 170 more. The results are undeniable: The CCO is at the nexus of enterprise transformation, producing new demands and requirements that, when met, elevate the function to be more essential and strategic than ever before.

We start with the ubiquitous disruptive forces at work, causing CEOs to focus on transformation of everything from the business model to corporate identity to organizational structure. Many CCOs are stepping up to help, and our research showed they are focusing on four dimensions of leadership.

The first is CommTech, a new approach to how we engage stakeholders and move from shaping their perceptions to influencing desired behaviors and outcomes. Derived from MarTech, CommTech requires new tools, teaming structures, roles, processes and skills, all of which are described.

The other three dimensions relate to the Corporate Character aspect of the Page Model. The first is brand stewardship. Though historically the domain of marketing, two-thirds of CCOs now own the corporate brand. This is because corporate brand is about the experience that all stakeholders have with the enterprise through every touchpoint. The second is corporate culture, which many enterprises are transforming as they strive to compete in a rapidly disrupted business environment. Third is societal value creation. Employees and even investors increasingly expect that companies address societal challenges and take stands on those issues.

To make this work more actionable and relevant for Page members and their teams, we’ve created Progression Paths. These offer concrete guidance on how to drive transformation in ways that are now essential to CCO leadership.