Corporate communications has historically been perceived as a back-office function—responsible for press releases, internal memos, and crisis damage control. But in a world driven by real-time information, stakeholder scrutiny, and purpose-led capitalism, this perception is not only outdated—it’s dangerous.
Today, corporate communications is the strategic heartbeat of any organization. The companies that thrive are those that understand that communication is not a postscript to strategy—it is the strategy. From navigating ESG pressures to managing multi-stakeholder expectations, corporate communicators are now expected to serve as architects of reputation, culture, and trust.
In this op-ed, I will argue that corporate communications has become mission-critical, outline why it needs a seat at the C-suite table, and propose a roadmap for elevating the function in the eyes of leadership and society alike.
The Trust Economy
We are living in what Edelman calls a “Trust Economy.” Consumers, employees, and investors are no longersatisfied with transactional relationships. They want alignment of values, transparency, and accountability. In this new economy, reputation is currency, and communication is the medium of exchange.
A 2024 PwC report showed that 78% of global CEOs believe trust is critical to their organization’s long-term success—but fewer than half have clear strategies to build or protect it. This disconnect reveals an opportunity for corporate communicators: to lead trust-building as a strategic function, not a reactive one.
From Storytelling to Storydoing
The most effective corporate communicators today are not just telling stories—they are shaping behaviors. This shift from storytelling to storydoing is subtle but profound.
Take Patagonia, for example. Its communications aren’t just about sustainability; the brand embeds sustainability into its operations, supply chain, and even its ownership structure. Communicators don’t just tell that story—they live it, shaping how the company speaks, acts, and evolves.
Contrast that with companies that issue diversity pledges without diversifying leadership, or publish climate targets with no transition plan. In these cases, communicators are often left to defend the indefensible. Thesolution? Empower them early, not after the fact.
Communications as a Strategic Advisor
Imagine a world where the Chief Communications Officer (CCO) is as integral to boardroom decisions as the CFO or COO. That world is no longer hypothetical.
Modern CCOs are data-driven strategists who:
- Monitor sentiment in real time
- Shape policy through public affairs
- Mitigate legal risk via internal alignment
- Influence investor behavior through IR
- Build organizational cohesion via internal comms
Yet many organizations still relegate communications to an executional role. This is not just a misstep—it’s a risk. When communications is consulted after strategy is set, companies lose the opportunity to shape perception from the start.
Crisis Communications in the Age of Perpetual Crisis
Gone are the days of the “one-off” crisis. We now live in an era of perpetual crisis—climate disasters, social unrest, cyberattacks, political instability, and disinformation campaigns.
In this environment, proactive, transparent, and values-led communication is not optional. It is survival. Consider the cases of Boeing (737 Max), Facebook (Cambridge Analytica), and BP (Deepwater Horizon). These are not just PR crises—they are existential events that demanded deep, systemic responses.
Organizations that emerge stronger from crises are those that communicate swiftly, clearly, and authentically. That capability must be built before the crisis hits—and that starts with elevating communications to the executive level.
The Employee as Stakeholder #1
Internal communication is often the most neglected area within corporate communications—and yet it isarguably the most important. Why?
Because in a distributed, hybrid, post-pandemic world, employees are no longer passive recipients of information. They are vocal ambassadors, whistleblowers, critics, and sometimes activists.
Communicating with employees is now a strategic imperative. It’s about more than intranet updates or monthly newsletters—it’s about fostering a culture of inclusion, transparency, and alignment. And in times of change, employees need clear narratives that connect their work to the company’s mission and values.
Fail at this, and you risk disengagement, attrition, and brand erosion from within.
Communicators Need New Tools—and New Power
The future of corporate communications requires new capabilities:
- Data Literacy: Understand analytics to measure sentiment and impact.
- Agility: Move quickly across channels, especially social.
- Empathy: Lead with authenticity in emotionally charged times.
- Influence: Advise executives with courage and candor.
But even with the right skills, communicators need organizational power—budget, influence, and proximity to leadership. This won’t happen unless CEOs and boards recognize communications as a lever of strategy, not a subset of marketing or HR.
The Path Forward
Here’s how organizations can elevate communications to its rightful role:
- Make the CCO part of the core leadership team
This ensures that communicators can shape strategy, not just explain it.
- Integrate communications with corporate strategy and risk functions
Align messaging with business priorities, ESG, and compliance.
- Invest in modern tools and training
AI, data analytics, and scenario planning are table stakes.
- Reframe communication as a performance driver
Link communications KPIs to business outcomes like retention, reputation, and revenue.
Corporate communications is no longer about crafting the perfect message. It’s about helping organizations show up authentically in a fractured world. It’s about building bridges between leadership and stakeholders, profit and purpose, action and accountability.
If strategy is what a company does, communication is how it earns permission to do it.
In the decade ahead, the organizations that win will be those that put communications at the center of strategy—not as a mouthpiece, but as a conscience, a compass, and a catalyst for change.
