This is TMTYL’s first guest blog post by Adam Needles. You’ll see us doing this more frequently as we find more and more people that we think bring some very interesting opinions to the table. Enjoy!
The following is an excerpt from a recent piece, titled “A CMO’s Dual Imperatives – Driving Organizational and Technological Change,” on the Propelling Brands blog. Click here to read the full piece.
No member of the C-suite has a riskier or more-short-lived term than the chief marketing officer (CMO). The average tenure of a CMO at the ‘100 most advertised’ US brands is 28.4 months, according to recruiting firm Spencer Stuart in a recent Advertising Age column by John Quelch. In fact, as a marketer, few things are as much of a sure-fire, eventual career killer as being named CMO.
The challenges faced by the CMO are not unique to this position. In fact, they speak to many of the fundamental strategic problems underlying marketing organizations and marketing science today and that are linked to a permanent shift in power from brand-company to customer and to a proliferation of communication channels and information sources.
For CMOs to succeed they must sit at the top of a newly-agile marketing organization – balancing constantly-changing priorities, being technologically savvy and delivering closed-loop insights into the impact of marketing programs – but too often, such an organization does not exist. The imperative for the CMO, thus, is to drive change.