By Jon Iwata & Sean O'Neill
Today we are proud and excited to introduce a new Page Society report: The New CCO: Transforming Enterprises in a Changing World. It is our most forward-looking work to date, and is the culmination of nearly two years of multi-faceted research into the ways the CCO role is changing and what these changes hold for the future, for both CCOs and their enterprises.
The New CCO is the logical next chapter of Page thought leadership. In The Authentic Enterprise in 2007 we recognized how the rise of social media, more empowered and emboldened stakeholders, and the globalization of business were requiring enterprises to have a clearly defined purpose, and to engage authentically with stakeholders around that purpose, in order to earn and maintain trust. In Building Belief in 2012, we operationalized that concept by introducing a new model of corporate communications that describes how the CCO can do those things amid this new and evolving environment.
In 2016, these trends are no longer emerging; they have become our new reality – not just in the U.S. but all over the world. In fact, they have begotten even more changes, which elevate the pivotal role of today's CCO. This makes the present an ideal time to take a keen look at where we are and where we are going.
So, where are we? Highly engaged stakeholders, empowered by social media and demanding of greater transparency, pose new challenges for protecting brand and reputation. Evolving technology, geopolitics and demographics are transforming how CCOs and all C-Suite leaders manage stakeholder relationships. New ways to understand and use data are allowing for much more powerful and personal engagement. Teams are being composed and deployed in new ways as enterprises recognize the need to bring in new expertise in areas like behavioral economics and cultural intelligence.
Mindful that these forces and changes will persist (if not accelerate), the Page Society has constructed a contemporary framework that lays out the dimensions of an increasingly dynamic and vital CCO. Our research, which included multiple opportunities for Page members to contribute their perspectives and experiences, has produced three key elements of the modern CCO role:
These roles are by no means final or all-inclusive. Enterprises differ, and so too do the CCOs that serve them. But we believe, based on our research, that these three roles comprise the key components of the modern CCO role, representing how we will lead in the future.
We encourage you to read the full report or check out the digital version of the paper, and to stop by our publication on Medium. We would be very interested to know how these findings relate to your experience.