The role of the CMO has evolved massively over the past 15 years. In fact, at some high-profile companies, it seems to have evolved itself to the point of obsolescence. As reported in Ad Age this past July, “Several big-name companies have recently done away with the CMO position altogether—including Johnson & Johnson, Uber, Lyft, Beam Suntory, Taco Bell and Hyatt Hotels, accelerating a trend that began a few years ago.”
My experience leads me to a contrarian point of view. The CMO role has evolved so significantly that a number of alternative titles are emerging – Chief Growth Officer, Chief Commercial Officer, Chief Experience Officer among them. (Whether or not any of these monikers stick, they certainly express our unrepentant love of C-titles!)
However, this advent of new titles is driven not by the diminished import of marketing or need for marketing leadership, but rather a trend that actually does warrant consideration and exploration: integrating marketing functions with sales, commercial and even product functions – in effect broadening the CMO mandate in the quest for growth.
What’s far more noteworthy to me, though, and much more the case at the many companies I come into contact with is this:
With key imperatives spanning customer insight, customer experience, digital transformation, data and analytics, brand, demand, purpose, creativity, content and thought leadership, marketing technology, sales alignment and enablement, etc., the vast majority of companies are not only maintaining the CMO position, they are expecting more from their CMOs than at any
Read more here: https://marketingland.com/whats-the-most-important-skill-a-cmo-needs-cross-functionallty-268604