When it comes to marketing, CMOs are concerned with more than just a company’s brand or message. They’re looking at data-based solutions to boost business performance and are getting more involved with technology decisions. In short, they’re stepping into a digital leadership role in many organizations. This week, I’ve collected articles that look at digital leadership and what CMOs must do to move into this role effectively.
Study: Digital Leadership Turns Into Better Business Performance. CMO: “‘Organizations with strong digital leadership and management experience higher profit margins and revenue growth,’ said Jackie Yeaney, EVP of strategy and corporate marketing at Red Hat, in an exclusive interview with CMO.com. ‘But it’s not just up to IT leaders to understand digital technology. All business leaders—particularly those in marketing—need to understand what new technology capabilities and digital mind-sets can do for their businesses.’”
CIO vs CMO: Removing the Data Silo. Fourth Source: “In 2015, both the CIO and the CMO share the same fundamental challenge — effective information management. Whether engineering a big data strategy or seeking a single customer view, the objective is the same: making sense of the rapid increase in information, and managing the impact it is having on data storage, assets, and analysis.”
Deloitte Digital: Chief Marketing Officers Invading IT turf. ZDNet: “Technology is a significant part of marketing spend. Undoubtedly, this trend will continue as more businesses digitize their processes. The digital world is based on technology rather than paper, which means higher tech budgets for marketers. Marketers will continue to develop expertise in technology because tech is so interwoven with modern marketing activities. Many digital marketing products fall outside the oversight of IT, especially with standalone, cloud-based marketing analytics tools. Although the media popularizes the notion of a war between CIO and CMO, most executives just want to get their work done. Therefore, it makes sense that a significant number of C-level conversations are related to cooperation and collaboration.”
Pity the CMO: Setting the Right Expectations, Hiring the Right Person. Business2Community: “At the outset, what made the CMO appointment newsworthy was now the marketing function would be represented at the executive table. The CFO, head of sales, COO, head of HR, legal counsel all had to shift down a bit to make room for their new colleague. Unfortunately, few had impact or were given time to show themselves worthy so the chair was often yanked out from under them.”
Disruptors Wanted: How Successful Companies View Employees And Customers. Forbes: “One of my colleagues says that in a great company, ‘everyone owns the customer.’ However, within strategic enterprises, it’s imperative to have a change agent serving as customer advocate and an active catalyst for organizational change. Increasingly, it has been members of the C-suite who are identifying and empowering these change agents. They are creating new positions, such as Chief Client Officers or Chief Experiences Officers, to fill the roles. In other organizations, CMOs are taking on the role, adding customer experience to their responsibilities. Regardless of title, the goal is to have a C-level customer advocate to drive organizational change.”