"Different sectors, same impulse. Unify the brand, centralize the risk. The reasons aren't complicated. Communications is no longer reactive. Brand building is no longer just about splashy creativity. Both functions now operate in a politicized environment where a press release, tweet or ad can move markets or spark backlash. Add in a world where the lines between brand and performance are more blurred than ever, and alignment between the two isn't optional. It's operational."
""Today's CEO knows that many constituents matter for business success," said MediaLink's managing director and partner at UTA Donna Sharp. "Consumer-centric thinking is table stakes, but how does that same message translate for shareholders, partners, suppliers, employees, governments, and media and vice versa? Leaders who can stitch insights, stories and positioning together across constituents make it easier to link business and brand. This requires significant collaboration, if not unified accountability into a single role.""
Marketing and communications responsibilities are gradually merging into unified roles across sectors, sometimes through formal role combinations and sometimes via leaner org charts. Hewlett Packard, Simon & Schuster, Geisinger and T‑Mobile have combined CMO and CCO duties. Communications has shifted from reactive control to ongoing strategic engagement, while brand work now ties closely to performance and risk. A press release, tweet or ad can move markets or spark backlash, making alignment and unified accountability operational necessities. Tension remains because growth-focused CMOs and control-focused comms leads require different skill sets and practical integration can be messy.
Read at Digiday
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