Once upon a time, it was OK to have expertise in a specific area and speak the language of your own specialty. Market researchers talked about ‘qual’ (as in qualitative studies) and ‘quant’ (quantitative). Media teams followed ‘EdCals’ (editorial calendars), and marketers focused on the ‘funnel.’ That was then. Today, we also need to speak the language of business. This is especially critical for Communications, a topic about which Preeti Binoy, Head of Corporate Communications and Government Affairs at Kimberly-Clark India, feels strongly, and particularly when it comes to Reputation.
“Communications brings extraordinary value to a company, whether brand support, articulating our Purpose or building and nurturing our company Reputation,” explained Preeti. “Having stakeholders understand what we do and invest in our work requires us to come to the table as business people.”
Preeti’s point of view is well supported. A report by United Minds discussed at the World Economic Forum in 2025 called for CCOs to be business experts first, communications experts second.
I’d say this direction applies not only at the top level but throughout the Communications team beginning at entry. Even at the earliest point in a Communications career, it behooves practitioners to grasp the fundamentals of business in general and specifically of the company one is working in, as an employee, or for, as an agency. What’s required? Learning the company, the industry and the competition to start. Staying on top of news, pop culture and trends and being thoughtful about how impact brands we’re supporting. Having an outside-in as well as the inside-out view enables a grasp of stakeholder preferences, habits, unmet needs and areas of discontent and how our company and brands impacts these. Seeing our Communications function through the lens of business ensures we tackle the challenges and seize its opportunities, and always with a line of sight to greater objectives.
All of which sets Communications up to be the custodians of Reputation, a strategic business asset that, as Preeti says, “directly impacts customer trust, investor confidence, employee engagement and long-term growth.”
“Reputation is not just what the company says or a passive byproduct of corporate actions. A company’s reputation is a dynamic force that reflects what stakeholders believe, feel and experience at every touchpoint,” she continued. “It must be nurtured with intention.”
She added, “to do the work of reputation effectively, Communications must be recognised as having the vision, strategy and skills to be successful. This will engender the trust of the C-suite and secure financial investment in our function.”
To be most effective, we must also pay attention to nurturing the reputation of the Communications function.
“Our role has undergone a significant transformation, shifting from traditional media management to an integrated approach encompassing digital engagement, purpose-driven communication and stakeholder advocacy,” explained Preeti. And accordingly, “we are no longer confined to press releases, media relations and issues management — an ‘old’ perception of PR.”
Many company leaders and marketers are enlightened about Communications and understand the role and value of “modern” PR, but there is more we can do to drive deeper understanding to ensure share of voice, seats at the table and the trust in our recommendations, insights and actions.
Among the steps we can take to build the internal reputation of Communications, here are four practitioners can do right away:
- Present ourselves as an integral rather than as a support function limited to amplification and reactive issues management
- Be the drivers of collaboration across functions, from marketing and HR to investor relations and sustainability teams for problem solving and business growth
- Develop integrated strategies that combine data-driven insights with emotional storytelling to create sustained, positive connections with internal and external stakeholder
- Help the business consistently deliver transparency, authenticity, integrity and purpose in language and actions.
“As the lines between corporate reputation, brand trust, and stakeholder engagement continue to blur, companies must embrace comms as a strategic, long-term investment, and we need to do our part every day to take the opportunity to drive meaningful impact for business, brands and society at large,” concluded Preeti.
To keep Reputation front and center, it is clear communications practitioners not only need to provide ongoing evidence of its value as a strategic asset. We also need to keep evolving ourselves as experts not only in bringing Reputation to life but also in business.
The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.
