ResearchReports

The Authentic Enterprise, 2007

Page began taking a proactive view on the role of the CCO in the enterprise with the publication of The Authentic Enterprise, a report that foresaw radical changes in the way people access and share information. We argued that in light of the radical transparency and interconnectedness that we saw coming, an enterprise wishing to earn stakeholder trust must act consistently with its stated mission and values. That report included interviews with CEOs, which has been updated twice since then:

 

The Page Model, 2012

Over the ensuing years, we began to see CCOs changing their focus in line with the trends we predicted in The Authentic Enterprise. In 2012, we interviewed 13 leading CCOs who were inventing the future and created a new model that we felt captured the new approach, which we outlined in Building Belief: A New Model for Activating Corporate Character and Authentic Advocacy. That includes building corporate character and authentic advocacy, topics which we explored in more depth in:

 

The New CCO, 2016

As it became clearer that the Page Model was holding up as an accurate description of the merging role of the CCO, we shifted our attention to exploring the skills and capabilities needed to perform the role well. After engaging members of Page and Page Up in a deep online conversation in 2016, we published The New CCO, which described three roles: foundational, the CCO as integrator, and builder of digital engagement systems. A subsequent report provided more detail on the third of these:

 

Other Reports

In 2009, Page co-created a report with the Business Roundtable Institute for Corporate Ethics, which was established by BRT, the Washington-based CEO organization, at the Darden School of Business at the University of Virginia. The Dynamics of Public Trust in Business focused on the current state of public trust – or distrust – in business, and offered an approach to earn public trust.

 

Another report in 2013 made the case for Teaching Strategic Communication in Business Schools.

Latest from Page

A crisis that accelerated change in business - who’d have thought? A conversation with CEO Alan Murray.

In this episode, we bring you a conversation between Alan Murray, CEO of Fortune, and Page President Roger Bolton. Having known each other for decades, the two discuss the economic outlook in a pandemic crisis, the progress of stakeholder capitalism, employee mental health and the future of journalism. The discussion took place during our 2020 Page Spring Seminar.

How CCOs can help America change: Page Chair Charlene Wheeless discusses systemic racism.

Page Chair Charlene Wheeless has been convening conversations among our members recently to share ideas about the concrete steps that they can take to address systemic racism within their organizations and across business and society, an issue on which she has been a fierce advocate throughout her career. In this podcast she speaks about what's happening, what needs to be done about it and how CCOs can lead the charge.

How a Fun-Luving Culture Confronts a Pandemic.- Whitney Eichinger, Southwest Airlines

Carrying on our series on COVID-19 and its implications, in this episode we speak with Whitney Eichinger, Managing Director Culture & Engagement at Southwest Airlines. We explore how an essential business with a strong culture of employee inclusion can leverage that to support the company through this crisis.

It is not when we go back to work, but how. - Bob Feldman, Vice Chair of ICF Next.

Continuing our series on the COVID-19 crisis and its implications, many companies are now looking to the future, including when and how employees will return to workplaces. Bob Feldman, Vice Chair of ICF Next, explores the question of how we get back to work, from implementing policies and guidelines that ensure workplace safety to the broader, potentially lasting impact on corporate culture.