1CMO

Growth strategy | Advisory | Force multiplier

Leadership

The Value of a Fractional CMO

by

“Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.”   —Sun Tzu

The responsibility for developing go-to-market strategy and ensuring sales alignment belongs to the Chief Marketing Officer (CMO).

High performing companies know that marketing enables sales, and that this strategic partnership is a proven ingredient to driving sustained growth. So, clearly, having a CMO on the leadership team is important for any organization that wants to grow. However, it is not an easy job to fill or perform. There are a number of common traps making it difficult for CMOs to be successful.

Adding to the challenge, there are also many different archetypes of the CMO role. This can make it hard for organizations who want a CMO to find the right one – the marketing professional whose background and experience match what the organization needs to thrive.

Despite all these challenges, progressive leaders of organizations often decide they need the expertise of a Chief Marketing Officer but then discover they cannot justify, or afford, to hire for a full-time role. Are they simply out of luck?

Fortunately, there is an emerging solution. Organizations can engage the services of a fractional CMO.

What is a Fractional CMO?

The concept of a fractional executive is not new. For years, companies have been bringing in seasoned experts to fill interim roles or do projects on a flexible basis. This type of role is becoming more common across all the traditional C-suite and senior leadership positions, including the CFO, VP Finance, CHRO, CIO, and increasingly the Chief Marketing Officer (CMO).

A fractional executive is a functional leader contracted to take a part-time or fixed-term position with a client organization. They are often very experienced former executives who want more flexibility in their working life, enjoy consulting, and like having a variety of clients.  

A fractional CMO, as the name implies, provides all the strategic value that a full-time Chief Marketing Officer brings to the table. They perform the executive function of a CMO without forcing the client company to commit to the full-time salary and burden of a person in that role.

Perhaps the best way to think of it is as a flexible, part-time CMO. To borrow a technology term, you might call it CMO as a service. 

Is a Fractional CMO Different From a Marketing Consultant or Agency?

The short answer is “Yes” – a fractional CMO is different from a marketing consultant or agency.

How? Well, it comes down to the difference between strategy and execution. A fractional CMO will develop a comprehensive strategy and execute, whereas consultants or agencies have their own business model bias:

  • Marketing Consultants – Consultants are the experts you engage, typically on an hourly or project basis, to develop a strategy or perform a specific tactic. Once the solution is developed, either you are on your own to execute the plan, or the service is narrow and not a comprehensive marketing solution.
  • Marketing Agencies – Agencies, on the other hand, typically give away the strategy so that they can sell you their services. The more services they provide, the more money they make. This creates a conflict of interest that is difficult to sort out if you do not have an experienced marketing leader on the team.

A fractional CMO is that experienced 360-degree marketing leader who you want on your leadership team!

They will work directly with the CEO and other functional leaders to develop a growth strategy, and a plan to execute it. The fractional CMO then takes ownership of the growth plan to manage the marketing program and team. Since the fractional CMO is not in the business of selling services, there is no bias in their recommendations – there is no risk that they will recommend marketing tactics that are not suited for the business.

What Does a Fractional CMO Do?

In short, a fractional CMO does everything a full-time chief marketing officer would do. They are the senior executive responsible for growth strategy, marketing execution, and for ensuring alignment with sales.

Great fractional CMOs will also get their hands dirty. In collaboration with the CEO and the Sales leader, they will take the lead on developing a growth strategy and plan. Depending on the needs and capabilities of the marketing team, an experienced fractional CMO will roll up their sleeves and dive into those areas or activities where they can add the most value. Powered by a strong bias to action, a fractional CMO always leads the implementation and achievement of the growth strategy.

The Value Proposition for a Fractional CMO

There are many benefits to having a Chief Marketing Officer helping define the future and drive the growth of your organization. However, not every organization can afford or justify having a full-time salaried executive like a CMO on the executive team. These organizations can benefit from a fractional CMO who will deliver much of the same value proposition with lower risk and less cost.

Significant benefits from engaging a fractional CMO include:

  • Results – A fractional CMO will deliver measurable results. The statement of work (SOW) that the CMO and CEO define together will define the deliverables and KPIs that marketing owns. The fractional CMO will ensure that marketing delivers the results you need.
  • Experience – A fractional CMO brings a depth and breadth of experience that typically spans across many roles and industries. This is often much greater than what your organization could recruit on your own.
  • Cost Effectiveness – Because you are not paying the salary and benefits of a full-time high-caliber executive, there is reduced overhead cost to have a CMO on your leadership team.
  • Expertise – An experienced fractional CMO will have expertise across a number of marketing strategies and tactics. They will bring with them an extensive toolset of best practices.
  • Flexibility – Fractional CMO engagements are structured to provide the organization with the flexibility to quickly ramp up or down depending on what the business needs and can afford. This just-in-time approach to staffing an executive position is very attractive to many organizations in times of uncertainty.
  • Strategic Impact – A fractional CMO will hit the ground running. With a clear SOW and a mandate to transform marketing, they will cut through political red tape and internal hurdles, in order to drive growth. This accelerated time to productivity helps to deliver results quickly.
  • Marketing Leadership – Providing marketing leadership, oversight, and mentoring for the go-to-market team is a big part of what a fractional CMO can deliver.
  • Strategic Advisor – A fractional CMO will also provide the CEO and other leaders with unbiased strategic counsel by leveraging their experience and “outsider” perspective. This is a valuable point of view which internal teams often do not have access to.
  • Improved CEO Focus – Many CEOs get distracted by managing the marketing function, and managing marketing/sales friction. An experienced fractional CMO is a self-managing executive that will lighten the CEO workload by managing all aspects of the marketing department. This frees the CEO up to focus on other important aspects of the business.
  • Accountability – A properly structured fractional CMO engagement ensures that the CMO develops the growth strategy and implements the marketing plan. There is a built-in accountability for performance and results.

Common Use Cases for a Fractional CMO

As you can see, there is a significant value proposition for engaging a fractional CMO. What might be less clear are the common situations, or use cases, where a fractional CMO makes the most sense. Here are a few:

  • Emerging Growth Company – For smaller organization that have big growth plans (yearly revenue between $5-50M) engaging a fractional CMO will free up capital to bring on experienced implementers and accelerate growth.
  • Leadership Vacuum – Perhaps because of an executive departure, or by virtue of rapid growth, the marketing group is suffering from a lack of vision or leadership. In many organizations, marketing is an after-thought behind sales and thus largely ignored, delegated to a well-intentioned but inexperienced staffer, or handed off to outside agencies who have their own agenda. In either case, the marketing function and potential for growth go sideways without a capable leader. An experienced fractional CMO can create or rebuild a marketing organization, and provide mentorship and growth opportunities to the team.
  • No Growth Strategy – The senior leadership team and board of directors want growth, but are not sure how to develop a strategy or plan to achieve it. This is a common situation for an experienced fractional CMO to come in and take the lead.
  • Missed Market Opportunities – The organization consistently lags industry growth. New products or services have failed to launch effectively, and languish as a result. Aggressive competitors are consistently winning deals that the company used to win. These are all signs of a failing strategy (or lack of one!) A seasoned CMO is the answer.
  • Lack of ROMI Clarity – The company invests in marketing tactics like tradeshows and search engine ads, but has no idea what drives new business. This lack of insight and metrics means the company has no idea of its marketing ROI (ROMI). An experienced CMO will ensure this gets fixed.
  • Marketing / Sales Divide – Another common ailment in many organizations. In cases where marketing and sales are misaligned, or entirely dysfunctional, an experienced fractional CMO can quickly get things back on track. In the best run go-to-market organizations, marketing enables sales.
  • Change Management – There are cases where a CEO, board, or private equity company want to get an honest assessment so that they can affect change on the go-to-market organization. This is a perfect use case for a fractional CMO to parachute in, triage, and rebuild the marketing function.

Three Possible Actions…

When confronted with the strategic imperative to grow the organization, leaders can take three possible actions:

  1. Do nothing – Sadly, this is the most common path. Instead of investing in marketing leadership, the decision is to continue down the same path, expecting a different result. The poor results are entirely predictable, and preventable.
  2. Go sideways – Due to fear, uncertainty, and a lack of conviction, some leaders hand off marketing to a junior member of the marketing team. This well-intentioned and convenient solution generally does not yield much growth by way of results. After kicking the can down the road for a while, thoughtful leaders revisit the decision and bring in a seasoned marketer to define strategy, tactics, and execute.
  3. Go forward – Strategic leaders recognize the value of delegating the creation and execution of a growth plan to an experienced CMO. If they cannot justify a full-time CMO, they will engage a fractional one.

Getting Started with a Fractional CMO

A fractional CMO is a part-time CMO who delivers full-time strategic results. As an experienced CMO, they will not only develop growth strategy, but also own execution of the plan.

Regardless of the use case that causes an organization to consider engaging a fractional CMO, they will deliver significant value – from developing strategy, to aligning marketing and sales, to mentoring a marketing team, to market positioning and messaging.

Every growth organization needs a CMO…and with the fractional CMO option, there is no excuse for not having one.

-Onward

Why Do Chief Marketing Officers (CMO) Fail?

by

“The world’s greatest brands have made mistakes, only to bounce back stronger than ever. Shame lies not in failing, but in failing to learn from failure.” – Rob Gray

With average tenures of less than three years, Chief Marketing Officers (CMO) suffer one of the highest turnover rates in the executive suite. Considering the fact that the CMO role is critical in driving sustained company growth, how can this be?

Here is my hypothesis:

Of all the management functions (including sales, human resources, finance, accounting, IT, etc.) marketing is an enigma. The problem exists by virtue of the fact that we are all consumers, exposed to “marketing” (at least the part visible to buyers) countless times every day. This proximity tends to translate into a familiarity, which then leads to the dangerous assumption that we know what it is and it is easy to do.

The reality is that marketing, especially now in the digital age, is a vast and complicated field. It is definitely not easy!

Complicating this reality even more: Of all the executive roles in the C-suite, the CMO has the largest variance of responsibility depending on the organization structure, growth objectives, industry, customer targets, and life stage of the company.

There are many specialized disciplines within marketing, many of which rely on rapidly evolving technologies and countless tactics to help an organization grow. As a result, it is vital to know the required skillset for each aspect of the job.

For these reasons, the marketing function, often led by a Chief Marketing Officer (CMO) is one of the most challenging roles in the executive suite.

The Most Common CMO Challenges

In thinking about some of the challenges I have had to tackle in my career, conversations with marketing leaders from other companies, and what I’ve read in the business media, here is my list of the most common reasons why CMOs fail:

  • No need for a CMO – In this example the organization did not need a CMO at all. They just needed someone in charge of marketing to execute their historical marketing plan and tactics. This is a “caretaker” marketing role, one that does not justify the skillset or expense of having an experienced CMO. Ultimately this boils down to two failures: (1) a recruiting fail on the part of the company in mistakenly looking for a CMO when they really just needed a marketing manager, and (2) a due diligence fail for the CMO in accepting a role that was no justified.
  • Poor marketing vision – This happens when there is a misconception around the purpose and value of marketing. You often see this in organizations where the marketing leader was historically responsible for marketing communications and not much else, except for maybe organizing the company holiday party! The relatively low value-add makes the marketing function an easy target to pick on during re-organizations and budget discussions. This often has its origins in the history of the company, but to change the perception, the CEO and CMO must join forces and articulate a new vision for marketing.
  • Wrong CMO archetype – It is often the case that an organization truly does need the skills, experience, and leadership of a CMO. Then they recruit the wrong CMO archetype. What does this mean? Much like companies and industries are unique, CMOs are too. The marketing skills and experience of the CMO need to match what the organization needs. For example, a B2B SaaS startup does not need the consumer branding expertise of B2C CMO who comes from a Fortune 500 CPG company. CEOs need to think very carefully about the go-to-market challenges they are facing, and then hire the CMO who has the right DNA to do the job and be successful.
  • Bad CMO – Hey, let’s be honest, it happens. There are CMO candidates out there (much like all the other leadership functions) who are just not very good. They may be bad at strategy development, marketing execution, leading a team, or even being part of an executive team. For whatever reason, they are not good CMOs. In most cases, the recruiting process and professional references filter them out, but now and then, a charlatan sneaks in. The answer here is easy: Hire slowly, fire quickly.
  • Ivory Tower thinking – This situation is closely related to the bad CMO above. In this case, the CMO falls victim to thinking they know all the answers and the best approach without any market-facing contact or proof. The solution to this common problem is easy – the CMO needs to collaborate with sales, and get out of the building and into the market often.
  • Marketing/Sales chasm – This is a serious challenge that unfortunately is all too common. Many companies forget the fundamental premise that marketing enables sales. An effective and highly functioning go-to-market team has a strong partnership between marketing and sales as the foundation. If there is any misalignment or even all-out war between marketing and sales, the CMO is usually the one to experience collateral damage. The solution is two-fold: (1) make sure you hire a CMO who passionately believes in marketing and sales alignment, and (2) ensure the sales leader and organization are on board.
  • No CEO air cover – The relationship between the CEO and the CMO is a true business partnership. CEOs need to collaborate with the CMO to create and promote the vision. In addition to making sure the CMO has an equal seat at the leadership table, the CEO must ensure they have adequate resources and focus on removing roadblocks. To be effective a CMO needs an intimate knowledge of the business drivers along with strong technical knowledge of all the levers available to influence those drivers. If CMOs feel empowered to make decisions that are the best for the company and brand, they will do whatever it takes. If the CMO feels and knows the CEO has their back, they will devote all their time and energy to growing the business, not plotting their next career move or fighting political battles with sales.
  • Politics – Some organizations, through either historical precedence or simply bad leadership, have fostered toxic political environments. This type of organization can spell trouble for a CMO on many fronts. Bad executive behavior such as turf wars, nepotism, power grabs, backstabbing, etc can often find the CMO caught in the crossfire. Effective CEOs strive to banish all political nonsense from the executive suite, ensuring that all leaders stay in their own swim lanes and play nicely together! The best CMOs naturally build bridges between all the functional areas of the organization.
  • No analytics – There is no position within the company that is better suited to develop a deep understanding of customer behavior than the CMO. Great CMOs develop analytics that help measure and drive greater customer insight and intimacy. They understand the entire buyer’s journey, and can measure activities across all the touch points. With this data, the CMO should be the proponent and voice of the customer for all the company functions. This does require the CMO to recognize that their influence comes from sharing information broadly, not by hoarding it!
  • No accountability – Related to analytics and driving sales, is the idea of accountability. The most successful CMOs develop clear metrics for the marketing function to demonstrate the linkage between marketing activity and sales results. Depending on the organization and industry, this translates into metrics along the entire buyer journey for which the CMO is accountable to the CEO, and the rest of the C-suite. This level of accountability is the only way to measure ROI on marketing costs (sometimes referred to as ROMI).
  • Unrealistic expectations – With the right analytics and accountability metrics we can measure the performance of the marketing function and the ability of the CMO to lead it. However, this assumes the rest of the business is performing up to an acceptable standard. A CMO, no matter how brilliant, cannot fix a bad product or poor service with exceptional marketing.
  • The wrong marketing jury – It is a bizarre phenomenon that many business leaders are self-perceived marketing experts. Whether it is the CEO, the CEO’s spouse, a board member, one of the functional leaders, or a sales representative in the field, everyone seems to have an opinion on marketing. Depending on who they are, and how big a “voice” they have, this can prove to be very distracting for a CMO. Ultimately, there is only one member of the marketing jury: The market (your prospects) are the ultimate arbiter of what works. Buyers will vote with their wallets. Everything else is just an opinion…opinions can be shared but there should be no guarantee of action by the CMO.
  • Marketing by committee – This is closely related to the marketing jury challenge above. Some organizations (and weak CMOs) indulge the temptation by others to provide marketing input by taking ideas and criticisms from everyone and then trying to combine it all. The end-result is predictably bad. The best marketing has a clear strategy and approach, with a strong tone and point of view. The worst marketing is wishy-washy, comes across as flat, and almost always misses the mark. When you market by committee, you are by default trying to make everyone happy. Which means you end up not making anyone happy and the marketing approach fails. The answer is simple: Avoid it!

Conclusion

Well that is all the reasons I could think of for why CMOs fail in their role. Sadly, the list ended up being longer than I expected it to be when the writing began. It definitely proves the CMO role is not for the weak!

I hope that the reasons I have shared in this article will help company leaders and their boards to navigate through, and avoid, some of the most common traps in helping a CMO to be successful.

-Onward

Chief Marketing Officer (CMO) Role Archetypes

by

“Marketing is not anyone’s job… It’s everyone’s job!” – Jack Welch

The Chief Marketing Officer (CMO) role is difficult even in the best of times. It has taken on new levels of strategic importance for organizations who are seeking growth in the midst of a challenging and disruptive VUCA environment.

An experienced CMO can deliver incredible value to any organization. Today’s Chief Marketing Officer typically has ownership of growth strategies and the customer experience across all brand touchpoints. By closely aligning with their sales counterpart, the CMO is a key component to sales enablement. They are also often a key partner to the CEO in defining the future vision of the organization, innovating new products and services, and then formulating strategic plans to get them to market.

Once a company leader makes the decision to add a CMO to the leadership team they should give careful thought to defining why type of CMO they need. Why is this so crucial?

Much like each organization is different, the CMO role and responsibilities can vary widely depending on the industry, company maturity, growth plans, and market traction. Each CMO will bring a unique mix of knowledge, experience, and leadership ability to the table – and to be successful this has to match what the organization needs.

Common Marketing Functions

A recurring theme when discussing the CMO role is that every organization is different. As a result, the marketing requirements and structure of the marketing organization will also be unique. With that in mind, here are the most common functions found within marketing organizations:

  • Corporate marketing – including brand, creative, PR, and corporate communications
  • Marketing operations – including analytics, optimization
  • Content marketing – including copywriting, multimedia, design
  • Product marketing – including market research
  • Demand generation – including lead generation, sometimes inside sales
  • Online marketing – SEO/SEM, social, website
  • Partner/Channel marketing
  • Field/Events marketing
  • Customer marketing – including customer success, lifecycle

…with 3 Caveats…

There are three important caveats to the above:

  1. Every marketing group is different. You will not find many marketing organizations organized exactly along these lines. These functions are often combined and grouped in different ways. However, you will generally find most of the capabilities resident somewhere in the go-to-market organization.
  2. Nobody is an expert in everything. Most experienced CMOs will have significant experience and domain expertise in some of these areas and familiarity with many of them. However, it is unrealistic to think that any single CMO possesses expertise across all the functional areas…that would certainly be a “pink unicorn” candidate!
  3. Strategic marketing skills outweigh industry experience. Many company leaders and boards get overly fixated on finding a CMO who “comes from our industry.” In my experience, this attribute is often given too much weight. Why? While knowledge of industry dynamics and history are valuable, they can also be learned quickly. I have seen many examples of a CMO from outside the industry who quickly comes up to speed, brings a fresh “newcomer” perspective, and challenges old assumptions, which then accelerates company growth.

Common CMO Archetypes

When you begin to think through the different marketing functions, and combine that with the unique attributes of the business (such as industry, customer targets, life stage, growth plans, etc) you quickly realize that different business models and competitive situations will call for different types of CMO. It all comes down to determining what type of CMO the organization needs.

Here is a cheat-sheet…

Often referred to as CMO archetypes, or CMO personas, these are essentially the different types of Chief Marketing Officer. While there is no definitive list, here are the most common ones I have seen:

  • Brand Steward – this CMO is both an architect and steward of the brand. They develop the brand look and personality. Creating and telling stories about the brand, and inviting customers to join in, is what drives their success.
  • Growth Driver – this CMO plays a central role in creating and executing the go-to-market strategic plans that drive sustainable growth. They excel at creating and executing data-driven demand generation strategies.
  • Product Marketer – this type of CMO is common in technology or complex service companies, where their technical fluency helps to connect the solution to the customer’s problems. They are often experts pricing, packaging, messaging, and building analyst relationships.
  • Customer Champion – this CMO aligns the marketing group and the entire organization around the entire buyer’s journey. They leverage data analytics and insights to deliver exceptional and personalized customer experiences, resulting in business growth.
  • Innovator – by leveraging different marketing approaches and technology platforms, this risk-taking CMO re-energizes the organization by creating innovative new products and services.
  • Thought Leader – you will often find this CMO out in the field, speaking at conferences and evangelizing for their brand. Their superpower is creating new market categories and storytelling to engage new customers. They are also often prolific content creators.
  • Strategist – this CMO builds a tight partnership with the CEO to define the company vision and build the strategic plan to get there. Their deep understanding of the market – both today and where it is going in the future – helps them to define product-market-fit.
  • Culture Builder – this CMO is a natural leader of people, and excels at engaging service workers to deliver exceptional products or services to customers.
  • Renaissance Marketer – this is the rare all-round marketing leader who can assume a number of different archetypes depending on the situation. This CMO is very valuable to have on the team as they can leverage their skills and experience to drive the company forward, can step in to lead business units or new initiatives, and can easily shift their focus as needs or market opportunities demand. If you find one of these, hire them!

Probably the best way to think of these CMO archetypes is like personality types. Most CMOs will be a mix of several, with one or two as dominant attributes and smaller degrees of others.

The CMO Secret Sauce to Success

At this point, it should be obvious that finding a Chief Marketing Officer for your organization can be extremely valuable. However, finding one with a strong competency across all the marketing skills and CMO archetypes is very unlikely.

That is okay, because the best CMOs recognize their strengths and weaknesses, and build teams around themselves to balance out the capability of the marketing group. This team building capability is truly the secret sauce of a successful CMO.

The ideal marketing leader for most organization is probably going to be a hybrid across several of the CMO archetypes presented in this article.

At the risk of striving for perfection, I would argue most organizations are better off finding a CMO who has demonstrated expertise in the one or two most important attributes. The bigger opportunity cost is not having a senior leader focused on company growth strategy and execution…

-Onward

The Value of a Chief Marketing Officer (CMO)

by

“Because the purpose of business is create and keep a customer, the business enterprise has two – and only two – basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs.” – Peter Drucker

There may be no more critical, yet inconsistently defined, senior leadership role than that of Chief Marketing Officer (CMO).

For any organization seeking to grow (dare I say that should be every organization!) having an experienced marketing leader is vitally important.

In collaboration with other senior leaders, the CMO is responsible for presenting the organization to the market, developing the strategy, and then executing the go-to-market plan to drive growth.

Does your organization need someone with the skills and experience required to be a CMO?

The answer is, “it depends.”

To define the unique value of a CMO we must think through several challenging aspects of the marketing function that sometimes feel like a Catch-22. These are:

  • Every CMO is a marketer, but not every marketer is a CMO.
  • Every company needs a head of marketing, but not every company needs a chief marketing officer (CMO).
  • The purpose of marketing can mean something very different between organizations, depending on factors like the industry and customer target (i.e. B2B vs B2C)

Defining the CMO Role

Before we define the unique value of a CMO and explore whether you need one, let’s begin with a high-level job description:

Chief Marketing Officer (CMO) – Responsible for overseeing the planning, development and execution of an organization’s marketing and advertising strategy. Reporting directly to the CEO, the CMO’s primary responsibility is to help generate revenue by increasing sales through successful marketing for the entire organization, using market research, pricing, product marketing, marketing communications, advertising and public relations.

In many organizations, the scope of the CMO role expands to include sales enablement, sales team management, new business development, product development, channel partner management and customer success.

The Chief Marketing Officers is a member of the company leadership team and usually reports to the chief executive officer. In larger organizations, it is common to have a number of senior marketing managers responsible for various parts of the marketing strategy reporting directly to the CMO.

NOTE: The CMO role has traditionally been a full-time, in-house executive position. However, in recent years, as the value proposition and complexity of marketing strategy have increased, there has been a growing number of the part-time CMO or Fractional CMO roles. Stay tuned for an upcoming article that will explore the value proposition and use case for a fractional CMO.

The Unique Value of a CMO

It is true that every CMO is a marketer, but not every marketer is a CMO.

Once you understand the true complexity and scope of the CMO role, you can begin to see that it is a challenging role. Only the most seasoned and experienced marketers, typically those who also have extensive company leadership experience and strategy development in their background, can be effective as CMO.

Furthermore, while every company should have a head of marketing, not every company needs a CMO.

There are a number of variables to consider when answering the question of whether your organization needs, and can justify having a CMO. The answer is ultimately very company-specific. However, there are some general factors to consider that can help make the decision. Rate each of the following criteria for your organization, on a low-to-high (or, small-to-large) scale:

  • Size of company
  • Company growth ambitions
  • Product/service value
  • Market size
  • Geographic scope
  • Market ecosystem complexity
  • Lead sources
  • Complexity of buyer’s journey
  • Length of sales cycle
  • Sales channels
  • Size of go-to-market (marketing and sales) team
  • Customer lifetime value
  • Industry competitiveness

Scoring: Generally, the higher you rank your organization on most or all of the above criteria, the more you can justify and should consider having a CMO on your leadership team.

The CMO Role is Complex and Evolving

As you saw in the brief job description above, the CMO role is complex. It is also rapidly evolving to meet unique company and market dynamics. The increasingly disruptive VUCA (volatile, uncertain, complex, and ambiguous) environment that most organizations now operate in is just adding more fuel to the fire.

Driven by the forces of technology, increasingly complex digital interactions with the marketplace, and the growing ubiquity of social media channels, the marketing role has a growing sphere of influence in many organizations. The expectation is for the modern CMO to drive growth, deliver the brand vision and manage the customer experience across all touchpoints and intersections: print, digital, retail, mobile, social and more.

The role of marketing no longer ends with a sale. That is just the beginning. The span of marketing now extends into building relationships and delivering value to customers throughout their buyer journey. To be successful, CMOs must create and maintain a delicate balance between growth strategy, brand purpose and value, customer success, employee engagement, creative, technology, data and analytics.

Easy, right?!

Once you decide that your organizations needs a CMO, you must also think about what type. Depending on the maturity of the organization, the industry, the growth objectives, the skillsets and interests of the CEO and leadership team, and the type/scope/complexity of the sales process there can be different focal points for the CMO. This examination will drive different requirements for the CMO and create a different profile for the role.

An upcoming blog will examine the most common CMO archetypes.

More than Just a Marketer

While it is true that a head of marketing, a VP of marketing, and a CMO all have responsibility for the marketing function, that is where the similarity ends. The level of experience, strategic vision, and cross-functional leadership that a CMO provides is what sets them apart.  

A CMO is much more than just a great marketer for the organization’s products and services. They are growth strategists and partners with the CEO to promote the company and its vision. They collaborate with the leadership team to formulate the growth vision and strategy, and lead the execution of the go-to-market plans that propel the organization into the future.

Every CMO is a marketer, but not every marketer is a CMO.

-Onward

Dealing with VUCA Forces

by

“Expect the unexpected.” – Bear Bryant

We are accelerating into a new and unpredictable VUCA business environment.

The disruptive forces of volatility, uncertainty, complexity, and ambiguity are playing out across almost every company and industry.

Against this backdrop, VUCA has proven to be a great organizing framework to help strategic leaders think about potential new threats. However, I have noticed that many organizations struggle to identify VUCA threats and translate them into actionable inputs as they are making their strategic plans.

In this article we’ll start to break down the challenge and work towards an approach for dealing with VUCA forces.

What is VUCA?

The United States Army War College was one of the first organizations to embrace the concept of VUCA, after the so-called Cold War ended. Military planners began to worry about the radically different, unstable, and completely unfamiliar international security environment that had emerged. They coined the acronym VUCA to describe it:

  • Volatile – Change that is rapid and unpredictable in its nature and extent. The challenge is unexpected or unstable, and may be of unknown duration. However, it is not necessarily hard to understand; knowledge about it is often available.
  • Uncertain – The present is unclear and the future is uncertain. Despite a lack of other information, the event’s basic cause and effect are known. Change is possible but not a given.
  • Complex – Many different, interconnected factors come into play, with the potential to cause chaos and confusion. The situation has many interconnected parts and variables. Some information is available or predictable, but the volume or nature of it can be overwhelming to process.
  • Ambiguous – There is a lack of clarity or awareness about situations. Causal relationships are completely unclear. No precedents exist; you face “unknown unknowns.”

For simplicity, let’s look at each element in isololation:

  • In a purely volatile (but not uncertain, complex and ambiguous) world, there is a lot of fast, but predictable change. 
  • On the other hand, in a purely uncertain (but not volatile, complex and ambiguous) world, it is hard to tell how things will develop.
  • In a purely complex (but not volatile, uncertain and ambiguous) world, things are hard to untangle and understand.
  • Finally, in a purely ambiguous (but not volatile, uncertain and complex) world, things are just hard to discern at all.

We see proof of these every day.

Unfortunately, out in the wild these dark forces do not typically present themselves in isolation. Rather, they can come at undesirable times, and in a variety of combinations and sequences. All of which makes the job of leaders infinitely more challenging.

Why is Understanding VUCA So Important?

While its origins lie in military planning, the concept of VUCA transfers perfectly to the world of business. Especially now.

Many experts predict that volatility, uncertainty, complexity, and ambiguity are going to become even more prevalent in the future. To manage teams and create strategic plans for organizations in this “new normal” era of disruption, leaders need to be aware of the changes that this kind of environment can cause.

The turbulent and unpredictable VUCA forces of change will affect all organizations, at all levels. This type of environment poses many threats to an organization, including:

  • Overwhelming your team and making them anxious or nervous about the future.
  • Sapping their energy and motivation to take action.
  • Throwing uncertainty into their career paths.
  • Causing skills to become obsolete and forcing constant retraining.
  • Consuming large amounts of time and resources to understand and combat.
  • Increasing the complexity of making decisions, and the chances of making mistakes.
  • Slowing down the decision-making process.
  • Causing short-term thinking, and knee-jerk reactions.
  • Jeopardizing strategic long-term projects, developments and innovation.

As a result, we need to develop new skills, practice new behaviors, and take better approaches to manage the threat. If this environment affects your industry or organization, you have to reconsider the way you and your business plan and execute.

This is the value of the VUCA Strategic Planning Methodology.

Benefits of Embracing VUCA

Every leader, and every organization, has a basic choice when it comes to VUCA.

You can either allow VUCA forces to “own” you – running the risk of overloading and overwhelming your organization. Or, you can accept and manage it – working vigilantly with your team to plan for and mitigate its effects.

Ironically, if you decide to accept VUCA, you also start to gain immunity to its impact…

When you accept VUCA as something that is not going away, you also make yourself and your people less vulnerable, and you empower everyone to deal better with uncontrollable, unpredictable forces. You are shifting from a reactive to a proactive approach. Practicing forward-looking strategy instead of backward-looking tactics.

VUCA is definitely a challenge for leaders, and presents an opportunity to develop and improve leadership and management skills. It is also an opportunity for individuals and teams to up their game and become more effective.

A Playbook for Managing in a VUCA World

How do you effectively manage teams and organizations with these VUCA forces?

  • The accelerating rate of change (volatility)
  • The lack of predictability (uncertainty)
  • The interconnectedness of cause-and-effect forces (complexity)
  • And the strong potential for misreads (ambiguity).

If we embrace and think about each of these disruptive forces we can begin to develop a playbook for managing and leading in a VUCA world. As we contemplate strategic approaches to combat each VUCA element, a strategic approach begins to emerge.

  1. We can counter volatility with vision. Creating a compelling vision, values, and purpose for your organization.
  2. We can meet uncertainty with understanding. Greater situational awareness, understanding what your competitors and the market are doing.
  3. We can react to complexity with clarity. Clearly structured teams and effective communication from leaders on the strategy and objectives.
  4. We can fight ambiguity with adaptability. An agile approach to developing a strategic plan and execution.

The next article will go deeper into this approach and explore each element in greater detail.

-Onward