This isn’t about waving a magic wand from the CEOs office. This is as much about functional transformation and perhaps even more so. And one of the most critical functions must be Human Resources. Human capital is at the center of this evolution to digital but it will require leadership and a rethinking of what goals and performance means as strategy and execution levers change, the new role of creators, marketers and sellers of digital products, both the need to learn and un-learn competencies, and real-time resource and skills analytics. Today’s very systems-centric discourse on Core HR, Talent Management and creating silo’d networks for employees, customers and partners just doesn’t stack up.
The median base salary of the 345 global CMOs surveyed for the report was $200,000. Only 4% of those polled reported bases of $500,000 and the top earners were more likely to focus on accomplishments that play well in corporate boardrooms: restructuring marketing to drive results, improving marketing yield, and building digital capabilities.
Crucial to ascending that platform is building alliances with other c-level officers with stakes in digitalization. Of CMOs earning between $200,000 and $349,000, 40% or more reported strong working relationships with CIOs, CFOs, and chief innovation officers.
One scenario being played out in boardrooms that could be holding marketers back is the appointment of chief digital officers, says [University of Virginia marketing professor Kimberly] Whitler. “Boards are interested in companies leveraging digital, but appointing a CDO bifurcates the role. CMOs are in charge of commercialization and they are more likely to produce results and be recognized if they are in charge of digital, too.”
The shift is on.In nearly every vertical, it seems, company leaders are recognizing that the the traditional, data model-driven, bottom line worshipping approach of the classic management consultant…...
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As new technology brings the world closer to a completely connected future, consumer awareness and familiarity with the internet of things remains low. But, according to a new eMarketer report, that doesn't mean consumers aren't enthusiastic about the idea of a technology-driven world.
MiamiHerald.com Practical tips for growing small businesses into middle-market businesses MiamiHerald.com It's a common question for small-business owners: “How can I take my company to the next level and become a middle-market business?
The U.S. newspaper industry has lost more than $40 billion in ad revenue in the past decade — over half of that in the last four years alone — and Google’s ad revenues are now more than twice what the industry pulls in.
How can you be confident your company is able to meet the risks and challenges currently on the horizon? And how can you know that opportunities aren’t passing you by?
Forecasting the future is risky, but businesses that fail to look forward will almost certainly be left behind in an increasingly competitive, globalized world.
Based on our survey, we identified a top 10 list of risks and opportunities. Are these items similar to those you are monitoring? Are they your top 10?
A shift in thinking is evident among companies this year. Rather than waiting for mature markets to recover from the global financial crisis of 2008–09, they now accept that the duration of the downturn is uncertain. But what’s different compared with two years ago, is that they are also once more looking for growth opportunities.