I couldn’t help but pick up the July-August 2017 issue of Harvard Business Reviewregarding the revolving door of the Chief Marketing Officer within the C-suite. Its premise is simple: 80 percent of CEOs are unhappy with their CMOs because their job descriptions/roles have been poorly designed.
I get it. I’ve seen so many marketing organizations operate as functional units within the business. They want to deliver financial value — and many executives wish they would, too. But they haven’t been given the tools and resources to succeed.
A new CMO comes in with an expensive ad campaign that misses the mark with the customer, the sales team can’t support it and operations doesn’t deliver. So Marketing never had a chance, and the turnover game continues. Marketing becomes campaigns in silos and eventually loses the respect and attention of the organization. The first downturn in the business and Marketing gets cuts.
From my perspective, it’s bigger than the job description. It’s about the survival of Marketing. There is hope.
We can educate our internal teams and executives on the value we can deliver:
Marketing will continue to be commoditized by some type of automation program and not earn a seat at the executive table. It takes a commitment — talent, financial investment and discipline to pay dividends. Maybe someday the CMOs can be driving the C-suite!