Teaching Strategic Communication in Business Schools

Teaching Strategic Communication In Business Schools:
New Evidence From the C-Suite

Today, many communications professionals have earned a seat at the table by offering counsel that is steeped in business acumen. But do their finance and business counterparts have the same knowledge of communications? Teaching Strategic Communication in Business Schools: New Evidence from the C-Suite shows that the majority of graduate business schools have not elevated communications to an essential part of their curricula and explains why it is increasingly imperative that they do so. The Report builds upon the findings of Building Belief and Corporate Character by underscoring the importance of corporate character to business success, wherein leaders are expected to not only understand but also effectively communicate their company’s character to stakeholders. Through insights from business school professors and interviews with C-Suite executives, this Report makes a compelling case to business school deans: MBA programs need to teach strategic communications.

Download Executive Summary Download Full Report

Related reports

The CCO as Pacesetter:
What It Means, Why It Matters, How to Get There

The CCO as Pacesetter: What It Means, Why It Matters, How to Get There

This is our most exhaustive research project on the evolving role of the CCO. The results are undeniable: The CCO is at the nexus of enterprise transformation, producing new demands and requirements that, when met, elevate the function to be more essential and strategic than ever before.

The CEO View:
Communications at the Center of the Enterprise

The CEO View: Communications at the Center of the Enterprise

Have CEOs' expectations of their CCOs changed given the rapidly changing nature of our enterprises and the circumstances in which they operate? What are CEOs priorities, and in what ways are they looking to their CCO for leadership?

The CCO as Builder of Digital Engagement Systems

The CCO as Builder of Digital Engagement Systems

This paper focuses on helping Page Society members implement one of the three core dimensions of the contemporary framework for the new CCO role described in The New CCO: Transforming Enterprises in a Changing World: that of strategic enterprise leadership and engineering of "Digital Engagement Systems" to create enterprise-wide competitive advantage.

Latest from Page

Honoring Harold Burson, 1921-2020

To commemorate Harold Burson following his passing at age 98, we are republishing a past podcast featuring Harold’s conversation with Becky Edwards, now CCO of Schneider Electric, at the 2018 Page Spring Seminar. Harold explains why he’s bullish on the future of the communications, his roundabout path into the profession, and how the digital era has and will continue to reshape it.

A Conversation with Mike Wing, Page's Author

As The New CCO wraps up 2019, we sit down with Mike Wing, the lead writer of Page’s most seminal research reports, to discuss the common threads of the CCO role from our first publication in 2007 to the present.

Dealing with Deepfakes - Danielle Citron, Boston University

Professor Danielle Citron is the vice president of the Cyber Civil Rights Initiative and an expert in online privacy at the Boston University School of Law. She discusses deepfakes’ rise to prominence, their proliferation, the ongoing battle to regulate them through legislation and the best ways for us to steel our organizations against attacks.

The Payment Platform with a Purpose - Franz Paasche, PayPal

Purpose and values are often derided as corporate buzzwords or feel-good messaging. But for Franz Paasche, SVP of Corporate Affairs at PayPal, these foundational elements of corporate character are the lifeblood of the enterprise. They are what differentiates this financial disruptor from its peers.