A new report from the Arthur W. Page Society examining the new chief communications officer (CCO) explains how enterprises can answer two questions: What and how.
The stakes are high for all institutions. For-profit businesses, not-for-profit charities and NGOs, and governments all face increasingly powerful demands from the public and influential stakeholders; if you want to be trusted, customers, voters, activists and influencers say, be worthy of trust.
That means enterprises have to be able to answer these questions:
In 2012, the Page Society introduced the Page Model of Enterprise Communications, which argued that, in order to earn trust, enterprises must first establish a strong corporate character and then authentically engage stakeholders to earn their support. That report still stands as the best description of what the CCO must do.
Now, a new Page report on The New CCO examines how the CCO of the future will do those things. The report has three findings:
As I said, the stakes are high – for enterprises and for the function of corporate communications. If CCOs can step up and fulfill the promise laid out in this new report, which explains how CCOs can do what the Page Model says they must do, the future of both the enterprise and the function will be strong. If not, the enterprises we serve will be increasingly vulnerable to the fate that befalls all institutions that fail to achieve public approval. And the fate of the CCO in the enterprise will be similarly threatened.
There is tremendous opportunity for today's CCOs to avoid that dire fate. Our counsel is more valuable and necessary than ever. Our role in leading across the C-Suite is more essential. And the power of data to enable enterprises to build deeper, more personal, and more productive relationships with stakeholders, is the future of how we communicate. This is the dawn of the New CCO.