Introducing the CCO: Why it’s time to bring communications into the C-Suite

The ugly little sibling of marketing. The ‘quick fix’ to PR crises. The stepchild of the C-Suite.

Communications has long been thought of as a probably-should-have faction within any corporation. Something to support the everyday roll out of newsletters and social posts, issue a press release for a new product, and of course, tackle reputational crises when they arise.

But in a post-pandemic world, that's shifting. Communications isn't just gaining traction, it's gaining respect, and a wider understanding that it's a mission-critical function for any and every brand. And more and more businesses are introducing a chief communications officer into the fold.

Here's why it's time to bring communications into C-Suite - and what it can achieve for your business.

Welcome to the board

Let's talk about what a CCO is.

In practical terms, a chief communications officer has presiding steer (and accountability) over all aspects of corporate communications. PR strategy, brand messaging, leadership and employee communications, reputation management, and so on.

But it goes deeper than simply what's said, when it's said, and to whom. A CCO advises decision-making from the very start. Like other members of the exec team, the chief comms officer will have the ear of the CEO, weighing in and counselling on executive decisions, and their potential ripple effects on the company's reputation, brand and strategic communications.

The CCO will almost certainly lead on a business's CSR and/or ESG strategies, support diversity and inclusion, and play a key role in defining the values, purpose and vision of a brand. And of course, manage how all of this is communicated externally and internally.

It removes the misnomer that comms is merely crisis management, nipping the cycle of reactive, after-thought communications in the bud. Instead, the CCO role transitions any company's communications to be proactive, anticipatory, and intrinsic to brand and operational success.

Suddenly, having a CCO makes complete sense.

Speaking to and for the end consumer

Sales and marketing have always been business's top dogs. They'll sit alongside one another at most levels, create cohesive go-to-market and promotional strategies, align targets and reporting, and partly define their own individual success by the success of the other. The two are so interlinked, some brands will opt to have a singular job role for both functions.

This close partnership between sales and marketing/revenue and lead generation works to the benefit of the business. But, at the risk of sounding reductive, its function is to shift products and services, and it can be biased to the business' targets and point of view.

Communications is entirely different – it's earned. A PR-led mindset is a customer-led mindset. It presents a brand, its vision and products through the lens of its end-user, not the seller. It builds the trustworthiness of a business to create customer loyalty, brand advocacy, and ultimately, sales.

The discipline leverages influence and relatability, just as much as it cultivates reputation and relevancy. It's classic social proof, speaking to and for the end consumer in a way that many other functions simply can't.

Bringing these capabilities into C-Suite will amplify comms' impact, and potential.

Reactive communications is no longer enough

So why the shift? Unsurprisingly, the Covid-19 pandemic played a key role. The already emerging potential of communications on a more senior level skyrocketed when, for many businesses, it became the pinnacle method to achieving some form of normality.

In many senses, what Covid resulted in for communications was two-fold: it shone a light on the power of comms, from crises to BAU; and it also shone a light on the gaping holes so many businesses suddenly saw, many of which could be resolved or supported by comms functions. 

And it didn't stop there. In the early parts of 2023, world banks steeply declined, and it's pretty clear that no amount of acquisitions, mergers, or bailouts could save damaged reputations and dwindling market value. What could have mitigated the fallout? Proactive PR and confident communications.

Same goes for tech. The sector, as powerful as it is, is undergoing seismic change right now. Big corporations are coming into question for their leadership, for their ethics, and even some of the most high-reaching brands are moving out of popular tech regions to save on their bottom line. Not a vote of confidence.

All of this combined, leaders are becoming increasingly aware that reactive communications isn't enough, and that it needs to take higher precedence within a business.

And quality, experienced talent wants every business to take note.

What it means for your talent strategy

This is only the start for evolving talent strategies.

The 'director of communications' title is commonly thought of as the most senior role of its kind, but candidates are becoming increasingly aware of what this enables – and prohibits – them from achieving. For brands and for their own careers.

They understand that the director role often comes with reactive comms, urgent comms, crisis comms, and nice-to-have comms.

An increasing number of senior talent are opting out of director roles when they know that's where progression caps. When the potential for your development ends just before C-Suite, and requires more firefighting than strategic, informed decision-making.

I'll go so far as to say that many seasoned comms professionals won't even touch a role if they know it won't lead to the exec team. And in all likelihood, this is only the beginning for the chief communications officer.

Bottom line

This isn't an either or situation. There will always be huge value in retaining roles based around revenue and lead generation in C-Suite.

But increasing the market impact of your communications and PR starts by acknowledging its value and potential. And that means introducing the chief communications officer.

Bottom line, the CCO can have huge potential for your brand. It brings the end result of decision-making to the forefront, and encourages lateral thinking: how could this decision impact the customer and the stakeholder – and ultimately, the wider business? It builds trustworthiness and relevancy from the top down, steers business-critical initiatives like ESG and D&I strategies, as well as how to effectively promote them. Encourages internal buy-in and demonstrates value to employees.

I could go on.

Ultimately, implementing communications into your C-Suite means breaking the toxic cycle of reactive comms, and instead building genuine, authentic reputations that speak to who you are, where you've been, and where you're headed.

Katie Simpson is head of corporate affairs and sustainability at Hanson Search.