Executive Search in Corporate Communications, Public Relations, and Public Affairs.
During a benchmarking survey of "Chief Communications Officers" (the most senior person involved exclusively in corporate communications) from primarily FORTUNE 50 companies, we obtained what we believe to be some unique industry perspectives. With the permission of our client, here are some "Insights and Takeaways" from 30- minute telephone conversations with members of that small but influential group.
- INSIGHT:
- More than half of the CCOs had "digital communications" in their functional portfolios--and "assessing, managing, and leveraging the impact of New Media" emerged as the group’s most significant current communications challenge.
- TAKEAWAY:
- New Media (variously defined as social media, Web 2.0, etc.) is perhaps the key driver of "integrated communications" and is most responsible for the blurring of the traditional lines between advertising and public relations. In this scenario, we see an emerging challenge: How does an organization "manage" its reputation in a media environment in which stakeholders may gravitate toward media that reinforce the opinions they already have?
- INSIGHT:
- The majority of CCOs in the sample were responsible for developing an annual (and sometimes multi-year) strategic communications plan to support corporate and business unit/operating company objectives.
- TAKEAWAY:
- This brings accountability to the corporate communications function and positions it, at least in these organizations, as a potential contributor to corporate success.
- INSIGHT:
- Nearly half of the CCOs in the survey reported to the CEO. And they reported to the CEO more frequently than to any other corporate officer. But in only two cases was the person who didn’t report to the CEO more than one reporting level away.
- TAKEAWAY:
- Whether or not the CCO reports to the CEO has been the focus of much discussion. But access to the CEO, and
quality of that access, is a consideration that is less often explored and perhaps should be. Said one respondent who didn’t
report to the CEO:
"It works for us." - That being said, there is still the question: How does the CCO obtain that sought after "seat at the table" if she or he doesn’t have it already?
- INSIGHT:
- The CCO reported to a Chief Marketing Officer or a C-suite executive whose title includes "marketing," with the second most frequency.
- TAKEAWAY:
- In many larger corporations (particularly market-facing ones), we could see the eventual intersection of the traditional roles of corporate communications and corporate marketing—with the result that the most senior “communications” position could be assumed by a professional from either discipline. In fact, two of our CCO respondents transitioned into Chief Marketing Officer roles (including oversight for corporate communications) after our study was conducted. For more on this topic, see McKinsey Quarterly for June 2009 ("Rebuilding Corporate Reputations").
- INSIGHT:
- Relevant to the above, almost half of CCOs had "integrated communications" in their portfolios. This included corporate advertising, corporate-branded product advertising, issue advertising, and "brand stewardship."
- TAKEAWAY:
- Since this is a "snapshot," it is difficult to call a trend. But it’s unlikely that the figure would have this high five years ago and reflects a broadened role for the CCO.
- INSIGHT:
- Most Chief Communications Officers hailed from educational backgrounds in journalism or mass communications. Two held MBAs. One possessed a law degree and a Masters degree in public policy (Both from Harvard University).
- TAKEAWAY:
- With this particular group, educational background was probably less important than the "intellectual horsepower," professional experience, records of accomplishment, and organizational credibility each brought to the task at hand.
- But as the business environment becomes evermore complex, an advanced degree (particularly an MBA) will be a valuable asset for aspiring CCOs as they work with internal partners in a diversity of functions --- finance, marketing, human resources, regulatory affairs, technology management, R&D, engineering, legal, environmental sustainability, and corporate social responsibility --- to face increasingly inter-related and complicated business and communications challenges.