KEY CONCLUSIONS

When Business Leaders Speak

Given the turbulence of the modern world and the accelerating pace of recent events, today’s CAC 40 CEOs:

• Can no longer afford to focus exclusively on their own company (CEO-centric approach) when communicating:
* their strategic plan;
* financial results;
* corporate purpose;
* or even their succession plan.

• They must also, now more than ever, act as an ambassador for their sector (the CEO as lobbyist):
* At the national level: FBF (French Banking Federation), FCD (Federation of Commerce and Distribution) and GIFAS (French Aerospace Industries Association).
* At the European level: ACEA (European Automobile Manufacturers’ Association).

• Finally, they must engage in public debate (the CEO as engaged citizen of the world) to:
* Build a voice that is as strong as possible (courageous and committed).
* Assume responsibility towards society and the wider world.

These three conditions need to be met for:
* Their voices be heard.
* It to leave a lasting impression, as the goal is no longer to chase personal media exposure or be a “Top Voice” on LinkedIn, but to collectively convey the company’s message through a compelling narrative.

Choosing the right communication channels is critical. These include:
• Traditional media (print, radio, and television), which are essential but are no longer sufficient.
• Social media (Instagram, LinkedIn, YouTube, etc.) to reach younger audiences from all educational backgrounds who, let’s be clear, no longer read newspapers or watch the news.
• Platform-based, narrative-driven formats that give companies space for long-form storytelling and offer a Netflix-style behind-the-scenes look (such as the Amazon series on Renault: “Anatomy of a Comeback: Transform or Die”).