Considering the gap between theoretical deliberations about strategic importance of Corporate Communications (CC) and the lack of faith of top management in CC practitioners, I adopt a practice-based approach to study roles, structure, strategic contribution and interfunctional coordination of CC of 25 organizations. In-depth, open-ended, semi-structured interviews were conducted with heads of corporate communications of 25 organizations from diverse industries, with each interview lasting for more than an hour. On the basis of the research findings I argue that the role of CC should be enhanced and I identify core issues in the practice of CC that when addressed could lead to enhancing the role of CC in organizations. The recommendations are: (1) build corporate reputation and brand; (2) measure business outcome and predictive indicators; (3) perform boundary-spanning role strategically; (4) attract top talent with general management skills; and (5) promote symbiotic relationship with other functions.