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Scooped by Joemktg
October 25, 2013 6:43 AM
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How To Go From CMO To CEO In 6 (Not Entirely) Easy Steps - Fast Company | #TheMarketingAutomationAlert

How To Go From CMO To CEO In 6 (Not Entirely) Easy Steps - Fast Company | #TheMarketingAutomationAlert | The MarTech Digest | Scoop.it

Digest...


Sherilyn Shackell, the founder of the Marketing Academy in the U.K., believes that many CMOs are stymied when it comes to furthering their careers because they don’t appear to speak the same language as the board directors. We asked Shackell for some pointers.

-- >  Make a CEO your new best friend

-- >  Make the CFO your other new best friend

-- >  Know thyself: Shackell advises ambitious marketers to look very closely at their own personal development.

-- >  Go The Extra Mile On Book Learning: Marketers really need to bone up on areas that the board governs outside of the marketing function, such as corporate strategy, corporate finance, organizational development, operations, stakeholder management, decision-making and business law.

-- >  Look to the nonprofit sector for experience: Marketers should seek out board opportunities as a non-executive director or as a trustee.

-- >  Bonus Tip: Join The Right Company--One That Places A Premium On Brand: Companies that recognize that a large part of their market capitalization is tied up in that critical, often intangible thing called a brand are companies where marketing gurus have a better chance at the top job.

 

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Joemktg's insight:

You inherently knew this, but now it's laid all out for you. Get cracking on the book learning: it won't go to waste.

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Scooped by Joemktg
July 30, 2013 6:46 AM
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Are CEOs to Blame for Short CMO Tenures? - HBR | #TheMarketingAutomationAlert

Are CEOs to Blame for Short CMO Tenures? - HBR | #TheMarketingAutomationAlert | The MarTech Digest | Scoop.it
CEOs need to start taking ownership of their company's story, and stop passing the buck to marketing.


Key excerpt...


The vast majority of CEOs aren't taking the time to understand their story and how it relates to their products. Instead, they are continuing to separate product from story, and pushing responsibility for story down to the marketing department. By doing this, they are giving their CMOs an impossible job — marshall a story that is unfolding across the entire enterprise — product development and customer service — areas that most CMO's don't touch or can't control. Yet they are still holding the CMO responsible for results. No wonder the qualities sought in a CMO these days might be mistaken for those of a bullfighter or a test pilot. CEOs who stick with this model will struggle to keep the best marketing talent over the coming years, as more enlightened competitors poach the most ambitious marketing stars and empower them to quarterback the story across the whole organization.

Joemktg's insight:

It could be one reason why CMO tenures are relatively short. But I think the root of the short tenure has been the historical lack of measurability associated with actions taken by the CMO. However, with the advent of marketing technology, analytics and measurements directly related to objectives are proof points that will elongate the tenure of the CMO.


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