Corporate brand and communications leader, Varsha Chainani, has worked previously with the Mahindra Group and the Adani Group in lead communications roles.

Chainani points out that, "Corporate Communications as a function is still relatively new and lean in India, unlike in the US or Europe, where it's deeply entrenched and often more matrixed. The scale and global footprint of Indian MNCs is also evolving—still expanding, not consolidating."

She adds, "India is still a growth story. Indian MNCs are simultaneously managing legacy, transformation, and global ambition. Communications is no longer seen as 'support'—it has become core to navigating this complexity. Boards and CEOs increasingly recognise that reputation drives valuation, stakeholder confidence, brand admiration, talent attraction, and policy influence. From ESG to restructuring to activism, communicators are now at the table.

Chainani explain, "While communications is still often treated as a cost centre, the teams are lean, and there is a greater push now to invest in skillsets, specialists, and CXO-calibre leadership. Indian companies are catching up fast—not just on function structure, but on strategic value and influence."

CCO Skill Sets in Demand 

Chainani declares, "⁠Media is now PESO-agnostic. You must understand analytics and insights, digital design, and how influence travels in a hyper-connected world. Focus on content, relevant content and that too on relevant platforms, at the right time."

Additionally, "CCOs must demonstrate courage, have the maturity to demonstrate what communications is capable of delivering for the organisation, and create collaborative ecosystems across functions—IR, legal, HR, ESG, and public affairs."

Arpana Kumar Ahuja is EVP & head, corporate brand & communications, Jindal Steel & Power Ltd, agrees, saying that the CCO's is "A role of entrepreneurial leadership and not just communications mastery. They look for someone who is a builder and a bridge between purpose & performance, legacy & change, grassroots & boardrooms."

Indian MNCs poised for growth want an experienced communicator who can manage the reputational transition between their legacy and future positioning. 

Ahuja shared that specifically, corporates look for "⁠⁠Cultural intelligence and empathy,  ⁠digital and  data fluency  and crisis preparedness and calm under pressure."

Nandini Chatterjee, former chief marketing and communications officer at PwC and strategic advisor - Shree Cement Ltd, says, "First and most important is logical thinking, emotional intelligence and trust-building ability. 

The CCO is required to understand both the internal and external environment, spot the right narratives, shape perceptions, and engage credibly with stakeholders—even when facts are unclear, briefs are too brief, leadership is unsure of what works, and crises test competence. Through all of this, they need to stay calm and composed.

It’s no longer just about writing content, managing media or organising events—those are executional tasks that can easily be outsourced to agencies or even handled by AI."

According to Aman Dhall, founder of CommsCredible and former corporate communications head at insurance aggregator Policybazaar, an entrepreneurial mindset is crucial for the communications function, particularly in nascent companies.

Dhall himself exemplified this at Policybazaar, where he built the corporate communications function from the ground up and devised specialised PR measurement frameworks aligned with the insurance portal's unique business goals. 

Dhall firmly believes that the role of a CCO has evolved significantly, stating, "CCOs today have to think beyond the narrow definition of the PR and corporate communications function. Media and social media engagement are not enough. You have to understand the company's growth and business needs and upskill accordingly."