Communications is in the midst of an identity crisis. Adoption of generative AI across organisations is democratising communications, striking many chief communications officers (CCOs) with an existential fear: the fear of becoming obsolete. As we head into 2026, the comms function is in a state of flux. Now is the time for CCOs to step up and clarify what differentiated value their team adds beyond what generative AI (GenAI) may soon be capable of replacing.
In many organisations, communications leaders are still confined to the role of ‘order taker’, with comms seen as a support mechanism, a function that assists the business only after the big, strategic decisions have been made. Now that GenAI can automate some of the work traditionally owned by comms, its value proposition is being threatened.
This means it is now time for CCOs to evolve and proactively redefine their role, taking communications from order taker to strategic partner. However, there are a couple of barriers that typically stand in the way of achieving this: culture and capability, either or both of which need to be cleared in order for comms truly to take its place as a strategic partner.
The culture barrier
This is where other business leaders are either not receptive, or are oblivious, to the option of communications taking a more strategic role. To overcome this you need to:
Reshape how CCOs are perceived
Ironically, many communications functions have a branding problem. Many executives fail to understand the value
provided by communications. CCOs must actively challenge and change these perceptions. This means demonstrating
business acumen, building strong cross-functional relationships, and using data-driven insights to prove the strategic
impact of communications. By designing reputation-building messages that directly address and correct misconceptions
about the value of strategic communications, and by managing their own personal brand with the same rigour applied to
corporate branding, CCOs can begin to shift entrenched perceptions and claim a seat at the decision-making table.
Clarify the strategic value of communications with executives
Redefining the role of communications requires CCOs to formally update and articulate the team’s value proposition.
This is not just about defending budgets, but about educating executives on the unique value that communications can
bring to the business. Service statements become critical tools in this process, clearly outlining how communications
generates real business impact, and how it does that. By setting clear expectations and communicating these changes
proactively, CCOs can help business partners understand the evolving role of communications, ensuring the function is
seen as a driver of business outcomes rather than a cost centre.
The capability barrier
Sometimes communications teams themselves lack the skills, processes, or technology to operate strategically. To get over this one you will need to:
Build capabilities to create differentiated value
CCOs must ensure that their teams have the capabilities to operate strategically in order to deliver on the promise
of high impact, strategic business impact. This requires reviewing the team’s processes for prioritising work and
triaging the depth of support to match the criticality and complexity of the desired outcomes; ensuring that
communications is prioritising the work that creates the highest possible, differentiated value compared to what the
business can do themselves.
This will mean less time spent on tactical content creation and more time spent on differentiated value-add roles including:
- Strategic content partnership: Creating content that supports business priorities, drives behavioural change and is differentiated from what the business can do themselves, with or without AI. This includes transformation communications, crisis communications and proactive reputation management.
- Communications coaching: Providing coaching or training that upskills executives to improve their communications skills, such as speaking with the media.
- Connecting: Fostering human relationships between teams to improve productivity.
- Business partnership: Providing strategic advice to the business on decisions that can be informed by communications’ data and insights.
Evolve communications team skills beyond content creation
Increased adoption of generative AI tools is shifting the competencies needed for success. CCOs must upskill their teams on six newly important competencies to meet evolving business demands: systems thinking, ethical reasoning, measurement and evaluation, digital acumen, content validation and diplomacy.
As GenAI takes on more tactical content creation tasks, the pressure is on CCOs to create and demonstrate the value of communications in differentiated ways. It’s up to CCOs to secure their own future relevance by focusing their function’s value proposition on value that cannot be replicated by AI.
Patryck Allen is VP analyst and chief of research in the Gartner Communications Practice.
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