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Three must-have competencies to meet the growing demands placed on marketing leaders
By Caren Fleit and Brigitte Morel-Curran
March 2012 Chief Marketing Officers increasingly are taking on enterprise-wide transformation. Through interviews and research, Korn/Ferry has identified the three competencies most essential for success in this expanding role: Creating the New and Different, Focusing on Actions and Outcomes, and Inspiring Others.
As organizations strive to set themselves apart from competitors, marketing has taken on new prominence throughout the business process. The days when marketing simply built brands, created above-the-line programs, and targeted customers are over. Now marketingand more specifically the office of the Chief Marketing Officer (CMO)is transforming how business is done. As a result, todays top-flight and aspiring CMOs need new competencies to thrive in this expanded role.
CMOs must move well beyond the longstanding role as the voice of the customer to provide strategic leadership, drive change, and achieve quantifiable business results. Today they are tasked with not only ownership of the brand, but also with development of overarching business strategies. For example, one $4 billion retailer recently charged its new CMO with a 360-degree effort to rethink everything related to customer needs: products, operations, supply chains, store locations, and how the company communicated internally and to customers. All the while, CEOs and corporate boards are scrutinizing marketing activities with unprecedented analytical intensity. In short, the mandate for todays CMOs is nothing less than fundamental business transformation. Marketing is increasingly intertwined with all other functions in the company. CMOs need strong leadership skills to influence across the organization, cross functionally, and geographically,
says Lauri Kien Kotcher, CMO of Godiva. We need to be able to adapt our plans based on rapid-fire feedback; this means moving together as an organization to drive results. Marketing executives have always leveraged their creative, analytic, and tactical skills. What is changing is the growing complexity of the business environment, the communication landscape, the consumer and customer expectations, and the innovation cycle. As a result, companies looking for a truly successful and transformative CMO, and marketing executives who aspire to be CMOs, must focus on acquiring three core competencies: Creating the New and Different: The ability to generate new ideas and breakthroughs requires vision, creativity, and broad interests and knowledge. But leaders must also be able to speculate about alternatives, manage the innovation process and teams, and bring those ideas to market. Focusing on Action and Outcomes: Transformative CMOs must possess the potent combination of attacking everything with energywhile also keeping an eye on the bottom line. They must be unafraid to initiate action based on incomplete data, then drive to the finish and honestly assess results. Inspiring Others: Building motivated, high-performing teamsor even moving an entire organization to perform at a higher leveldemands a compelling vision, commitment, and superior communication. These leaders also must understand what motivates different individuals. These competencies, drawn from a list of sixty-seven defined in the Leadership Architect library, were identified through research conducted by Korn/Ferry Internationals Marketing Center of Expertise. Not everyone inherently possesses these competencies; even those who do possess them develop and improve them with each job assignment. Likewise, marketing executives with a level of self-awareness and humility can indeed develop them. The following sections discuss each competency, how it manifests in CMOs, and how it can be developed.
Why competencies?
At the core of the transformative CMO is a set of behavioral and cultural competenciesthat is, measurable characteristics that relate to success. A competency may be a behavioral skill; a technical skill; an attribute, such as intelligence; or an attitude, such as optimism. Research conducted at several universities and tested in long-term studies involving large corporations indicates that individuals who master the key competencies identified for a given role tend to be high performers. Korn/Ferry International uses a proprietary library of sixty-seven competencies called The Leadership Architect, developed by Lominger International, and these competencies are integrated into search assessments, 360-degree performance assessments, and interview guides.
Innovation can be across product design, the service experience, the use of channels. We are looking for a fresh take on the game. We look to be strategically bold by focusing on breakout moves rather than incrementalism. There is a growing appetite for innovation, at a faster pace.
Peter Horst
Chief Marketing Officer, Capital One Bank
It is also a particularly valued competency for organizations that want to achieve market leadership. They need innovative thinking to use macroeconomic trends, new markets, and changes in customer expectations to their advantage. CMOs who are innovators are able to immerse themselves in the problem at hand while looking broadly for connections. By letting ideas incubate, and relaxing and reducing distractions to allow the breakthrough ideas to emerge, these CMOs are more likely to identify the ones that are worth pushing forward. It is critical to be more outer-directed than inner-directed, says Jill Beraud, CEO of Living Proof and former CMO of PepsiCo Beverages Americas. This means continually looking outside of your industry, doing competitive patterning, and looking at other industries and other parts of the world for inspiration and solutions. CMOs who transform their organizations through innovation can have an impact on the entire business value chain. Innovation can be across product design, the service experience, the use of channels, notes Peter Horst, CMO at Capital One Bank. We are looking for a fresh take on the game. We look to be strategically bold by focusing on breakout moves rather than incrementalism. There is a growing appetite for innovation, at a faster pace. Even the most well-established brands are constantly trying new approaches to engage customers and new markets. Starbucks is in the middle of a transformational agenda, says Marie Silloway, CMO of Starbucks China. The company is constantly examining how to enhance its brand promise and delight customers through the store experience and by developing new food products and beverages. In China, innovation will be around figuring out how to maintain a consistent relationship with the customer base, how we can connect more deeply and more frequently, says Silloway. We are also looking for ways to leverage digital technology, which is still a relatively immature space in China.
understanding demand, segmentation, positioning, and portfolio thinking; short-term (twelve to eighteen months) efforts to connect the brand to consumers; and ongoing renovation and innovation. All of our brand dreams are translated into specific key performance indicators, says Chris Burggraeve, the companys CMO. AB InBev trains its marketers, spells out expectations, and rigorously tracks results each year with a proprietary point-based marketing audit system that is part of its marketing excellence program. The company is very disciplined about tracking brand health, even beyond marketing. Since 2008 even top managements incentive remuneration is partially tied to achieving specific brand health objectives, and more recently company reputation targets. This demonstrates to all our stakeholders that as a top five FMCG (fast-moving consumer goods) company, we are very serious about our mantra, Brand health today is topline tomorrow, says Burggraeve.
Inspiring Others
Although Inspiring Others is the third identified competency, it is truly the foundation for all CMO success. In order to create the new and different, teams need to be inspired and aligned behind a vision of change. Inspired and motivated teams take action and accomplish much more in terms of measurable outcomes. However, motivation is neither automatic nor consistent from person to person. Transformative CMOs must develop a clear and compelling vision, and then communicate that vision in a way that appeals to the core interests and values of their constituents. Inspiration is making people do the impossible, says Ann Lewnes, senior vice president of global marketing for Adobe Systems Inc. It is the ability to show people where you If you want to build a ship, dont drum up people to collect want to go and giving them the wood and dont assign them tasks and work, but rather confidence you can get there.
CMOs who are passionate about their vision should be able to close the gap between the current reality and an envisioned future and, in the process, ignite passion in others. The overall goal is to inspire followers to operate at their peak. What motivates each individual might be different, but each has to give focus, energy, and commitment.
Antoine de Saint-Exupery
Inspiration can also stem from getting permission to fail while innovating. It is important to acknowledge that failure is an option, but that fear is not, says Unilevers Mathieu. That will unleash energy, passion, and adrenaline that becomes contagious. Others agree. The CMO needs to paint a bold vision that people can sign up for and get excited about, says Living Proofs Beraud. The role of the CMO is to provide opportunities for teams to stretch their ideas and encourage an environment where its OK if something does not work. This instills confidence and encourages an innovative culture. Additionally, in order to drive organization-wide transformation, CMOs need inspirational leadership that extends across functions. That may require a more nuanced approach that leans heavily on diplomacy, communication, and other interpersonal skills. In highly matrixed organizations, It is important for CMOs to provide thought leadership, be assertive, and collaborativeallowing and encouraging others to own the process and the outcome, says Horst of Capital One Bank.
It is important to acknowledge that failure is an option, but that fear is not. That will unleash energy, passion, and adrenaline that becomes contagious.
Marc Mathieu
Senior Vice President of Marketing, Unilever
their success and hamper their careers. CMOs cannot rely on past successes to chart a clear course for the future. Instead, CMOs must chart an entirely new map that relies on these competencies to innovate, inspire, and execute for success. Companies that recognize that marketing is central to transformation efforts and are interested in bringing in a transformative CMO must work even harder to assess candidates for these competencies. Simply having industry or category experience is no guarantee of success. The ultimate measure of successful CMOs is the ability to create the new and different, to focus on action and outcomes, and to inspire others in order to drive change in their organizations.
> M aking excuses yourself or shrinking responsibilities. > A ssuming people know what you are doing.
Inspiring Others
Getting individuals and teams to perform at a higher level and to embrace change is the essence of leadership. Interpersonal communication is key: a compelling vision drives both action and morale. You must be able to... > Get to know other people and what really motivates them. > Adjust your approach to meet other peoples needs and interests. > Use metaphors and analogies to paint a picture to which others can relate. > Negotiating skillfully to achieve a fair outcome or promote a common cause. > Building motivated, high-performing teams. ...Without > Delivering a speech, or worse, by reading the speech. > A ssuming that delivering a message once is all that is needed to gain buy-in. > L eaving people guessing about why they are doing this. > U nderestimating the power of relationships. > F orgetting to express gratitude for efforts and reward.
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Caren Fleit is co-leader of Korn/Ferry Internationals Marketing Center of Expertise. She is a Senior Client Partner in the firms Consumer practice, based in New York City.
Brigitte Morel-Curran is a Senior Partner and Country Managing Director, Switzerland for Korn/Ferry Leadership and Talent Consulting, based in Zurich.
Contributing Editors
Jennifer Carroll, Senior Client Partner Philiep Dedrijvere, Senior Client Partner Richard Sumner, Principal Tierney Remick, Senior Client Partner
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