It’s time for a communications revolution

# Why this matters now

# The problem: fragmentation and complacency The professional ecosystem now includes agencies, vendors, in-house teams, academics, media, associations and recruiters. Each is stronger than in past decades, but the network acts more like a set of cottages than a single coordinated profession. New tools and practices are developed and tested in isolation, findings trickle out slowly and standard formats don't take hold. Multiple associations exist without a central body that can set benchmarks, run large-scale initiatives or speak with a unified voice.

Communicators also tend to be optimistic by training, which helps in daily work but can prevent clear-eyed assessments of power and pay disparities. That mindset makes it easier to accept the status quo.

# A practical agenda for revolution Bain lays out a short list of concrete moves the field can take together.

• Benchmark perceptions. Research how CEOs, boards and other C-suite leaders view communications compared with functions like finance, marketing and HR. Use the findings to prioritize gaps in influence and capability.

• Build a reputation campaign. Develop a consistent message about the business outcomes communications delivers and run a sustained campaign aimed at boards, CEOs and HR to shift investment and governance decisions.

• Create a shared innovation fund. Pool resources across agencies, vendors, in-house teams and associations to develop systems and tools that can be used across organizations. Shared funding reduces duplication and speeds adoption.

• Align associations and consider consolidation. Encourage professional groups to cooperate closely, share standards and, where practical, consolidate to form a stronger, centralized body similar to SHRM in HR.

# Why these steps are doable Bain argues the profession already performs integrated, strategic work for clients every day. The difference would be applying that know-how outward to the field itself rather than only to external stakeholders. Doing nothing, he says, poses a greater risk as AI and faster information flows raise stakes for reputation and trust.

# What success looks like If communicators align, share tools and claim adjacent responsibilities, they can expect stronger budgets, higher pay parity at the executive level, regular seats at strategic tables and clearer standards for measurement and practice. The goal is not incremental improvement but a coordinated shift that makes communications a must-have rather than a nice-to-have.

# Bottom line Communications already creates tangible business outcomes. To translate that into board-level influence and compensation parity requires collective work: shared research, a reputation campaign, pooled innovation investment and a broader functional mandate. Those moves are practical, measurable and within reach if the ecosystem chooses to act together.