Political instability, technological disruption, and rising business risks have reshaped the role of communication directors in organizations. According to the consultancy firm Gartner, three key challenges will define this role in 2025: adopting a consulting mindset within business units, ensuring the responsible use of artificial intelligence across all functions, and establishing clear communication policies that unify and align the entire organization, both internally and externally.
The role of communication directors within organizations has evolved substantially in recent years. Communication is no longer a tool for generating image and relationships, but a business function capable of bringing the organization together in multiple areas. This change in the use of communication has been adopted, especially by the leaders of business areas, who have seen communication as a tool capable of articulating strategies with a direct impact on results. As a result, CEOs today expect much more from these professionals. According to Gartner, by 2025, communication directors will need to reinforce the value proposition of communication, advocate the responsible use of generative artificial intelligence and establish new communication standards to combat information overload.
In recent years, the role of communication directors has evolved substantially. Communication is no longer just about image and relationships; it is now a core business function capable of unifying the organization across multiple areas. Business leaders increasingly view communication as a tool to articulate strategies with a direct impact on results. As a result, CEOs today expect much more from their communications leaders. By 2025, Gartner predicts that communication directors will need to strengthen the value proposition of communication, defend the responsible use of generative AI, and establish new communication standards to combat information overload.
The dircom, an internal consulting role
The spread of digital technologies across organizations has made their benefits accessible to every business unit. Communication is no longer seen as a purely corporate function, but as a tool that can be applied across almost every process. This “democratization” of communication creates new challenges for communication directors, who must act both as evangelists and consultants, responding to growing demands from all parts of the organization. Supporting leaders in building their public profiles, whether on social media or in the press, and strengthening communication skills through training and resources should now be top priorities. Rather than limiting themselves to creating and distributing messages, communication directors can enhance their value by offering strategic consulting services to business leaders.
Communications directors must begin to address the accelerating democratization of communications to anticipate potential questions about the relevance of corporate communications in a workplace permeated by generative artificial intelligence. Communications directors can improve their value proposition by offering more communications consulting services to business leaders, rather than simply creating and delivering messages.
Guiding the responsible use of AI
At the most recent World Economic Davos Forum in Switzerland, CEOs confirmed that generative AI is already having a tangible impact on their organizations. More than half (56%) reported efficiency gains in employee working hours over the past year, while one in three (32%) noted increased revenues.
It is clear that artificial intelligence will have a direct impact on business productivity. Historically, labor productivity has grown at around 2% per year since 1950. In 2025, CEOs expect a 17.2% increase in productivity, thanks largely to AI. But this unprecedented opportunity also carries significant legal, ethical, and reputational risks, both internal and external.
Here, communication directors can play a decisive role. By leveraging their knowledge of audiences and expertise in reputation management, they can guide the responsible and ethical adoption of AI across teams and organizations
Defining what really matters
Information overload is not only a problem for internal and external audiences; it has also become a major business expense. Employees currently spend 43% of their workday consuming information, and 27% report feeling somewhat overburdened by the volume. For an organization with 10,000 employees, this represents an estimated cost of $4.6 million per week.
Communication directors must take the lead in resetting communication standards. This means proactively shaping employee communication habits and streamlining the use of communication technologies. Internal communication tools that prioritize the employee experience over an excess of messages, emails, memos, and circulars that often go unnoticed are increasingly essential. The success of organizational communication will depend on creating real spaces for dialogue where employees feel heard and where two-way communication is the norm.
