Why Strategic Communications Belongs at the Center of Business Strategy

By Valerie Wickboldt, Chief Strategy Officer, ADELE

Over the past two decades working in communications, including leading communications teams for several companies and organizations, I have seen firsthand how the role of communications inside organizations has evolved.

Early in my career, communications was often treated as a supporting function. Teams were brought in toward the end of a process to help explain a decision, launch a campaign, or manage public perception. The expectation of the communications lead success was built in an afterthought…the train was already rolling down the tracks. 

Over time, what I found was that organizations that were most successful approached communications very differently. In those environments, communications was not simply about delivering messages. It was part of the strategic conversation from the beginning.

Today, that approach is becoming far more common.

Research from executive search firms and leadership studies consistently shows that communications leadership is expanding and becoming more integrated into executive decision making. The role of the Chief Communications Officer continues to evolve, and communications itself is increasingly recognized as a strategic enterprise capability.

In many ways, the industry is catching up to what many communications leaders like myself have known for years. 

Communications Is Moving Closer to the C-Suite

One of the clearest signs of this shift is the growing presence of communications leaders within executive leadership teams.

In many large organizations, Chief Communications Officers now report directly to the CEO and serve as members of executive committees. That structural change reflects a broader understanding that reputation, trust, and stakeholder relationships are not simply communications issues. They are core business considerations.

During my time leading communications functions, I saw how valuable it was when communications had a seat at the table early in the process. When communications leaders were part of strategic discussions, organizations were far better equipped to anticipate how decisions would be received by employees, customers, partners, shareholders, and communities.

I have always said that good communications people are also good operations people. The work requires a process-oriented mindset. Effective communications leaders think through how decisions move through an organization, how information flows between stakeholders, and how timing, sequencing, and clarity influence outcomes. When communications is involved early, it helps bring structure to complex decisions and ensures that strategy, messaging, and execution move forward in alignment.

Experienced communications leads influence the decisions themselves.

The Scope of Communications Leadership Is Expanding

The responsibilities of communications leaders have also broadened significantly.

In many organizations today, communications intersects with corporate affairs, employee engagement, public policy, crisis management, ESG initiatives, and brand reputation. These areas are deeply connected because reputation is shaped not only by what organizations say, but also by what they do and how consistently those actions are communicated.

When I was responsible for communications teams, much of the work involved collaborating across departments including human resources, legal, leadership teams, and external stakeholders. Communications often served as the connective tissue that helped align these groups around a common narrative.

That alignment is essential because organizations today operate in a highly visible environment where audiences expect transparency, clarity, and authenticity.

Strategic Counsel Is Now Central to the Role

Another major change is the level of strategic counsel communications leaders are expected to provide.

Communications leaders are increasingly asked to help executive teams navigate complex issues such as regulatory scrutiny, stakeholder activism, cultural expectations, and emerging reputation risks. These challenges require more than strong messaging. They require judgment and an understanding of how decisions will resonate with different audiences.

In my experience, the most effective communications leaders are those who understand the broader business context. They recognize that communication is not simply about telling a story. It is about shaping how organizations engage with the world around them, approaching issues with an understanding of psychology and a deep awareness of how people think and what drives their decisions. 

Motivations evolve from one generation to the next, and successful communication requires the ability to recognize those shifts. At its core, great communications work is grounded in empathy. The best practitioners are able to anticipate how audiences will interpret information, what concerns they bring to the conversation, and how trust can be built with the right visuals and voice. 

Why Communications Strategy Should Lead the Process

These lessons are a large part of what informs my work today as Chief Strategy Officer at ADELE.

After spending years in the communications field and having a seat at many tables, I learned that communication is most effective when it is positioned at the center of strategy rather than added after the fact.

At ADELE, that belief guides how we work with our clients.

We help organizations place communications in a pivotal role that informs how strategy is developed and how design ultimately comes to life. Messaging, brand identity, and visual storytelling are far more powerful when they are grounded in a clear brand strategy that is informed by communications. 

When communication leads the process, strategy becomes more focused and design becomes more purposeful.

Our team works closely with clients to identify the core narrative that defines who they are, what they stand for, and how they connect with their audiences. From there, we develop strategies and creative work that reinforce that narrative across every touchpoint.

The Future of Strategic Communications

The growing influence of communications leadership reflects a larger shift in how organizations think about reputation and stakeholder relationships.

Companies today operate in an environment where trust, transparency, and authenticity are essential, especially in an AI-forward age. Organizations that treat communications as a strategic advantage are better positioned to navigate complexity, build stronger relationships with their audiences, and move forward successfully. 

That belief continues to shape how we approach strategy and how we support clients at ADELE.