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 evolving 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? Does their view of the CCO match what we described in The New CCO?

To find out, Page commissioned Penn Schoen Berland to interview 24 CEOs of member companies. The results are presented in The CEO View: Communications at the Center of the Enterprise. The study is an update of the CEO View research done in 2007 (as part of The Authentic Enterprise) and repeated again in 2013, seeking to further our understanding of how CEO perceptions and opinions have changed over time.


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 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

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.

How a beer company can bring us together while we’re staying apart. - Pablo Jimenez, AB InBev

Continuing our focus on organizations’ response to this pandemic, Pablo Jimenez, Global Vice President, Reputation & Communications at AB InBev, shares the challenges and opportunities that come with a global business whose operations are deeply connected to local communities.

This is why we exist: Coronavirus and the CCO - Kati Everett, Novant Health

Given the enormous impact of Coronavirus on companies, we are shifting gears for the next few episodes. Page has been convening its members to share knowledge and best practices in these uncharted territories. We will be bringing you insights from a few of our members with a first-hand look at how they are helping their organizations grapple with these circumstances.  In our first episode in this series, Kati Everett, the CCO at Novant Health, shares with us how her team is helping the people at the front lines of this battle, at a time when their business priorities have shifted entirely. The role of the communications team has never been more central to the organization when having the latest information saves lives. She ends by sharing advice for CCOs navigating this crisis, keeping in mind that there will be a time when we are post-crisis.