New CMOs Must Be “Super Bonding Agents” (Or Just Super Agents, Mr. Bond)

By | June 2, 2011

Fifty percent of new marketing leaders are hired to fix broken marketing organizations, according to the Chief Marketing Officer Council (CMO). So, how are these new corporate change agents going about the difficult and complex process of transforming global teams?

“In essence, a new CMO has to become a “super-bonding agent,” helping disparate elements in the organization come together, stick together, and work together in a cohesive way,” notes Donovan Neale-May, the executive director of the CMO Council.

In a 52-page report, the CMO Council has digested conversations with 20 newly appointed CEOs into a 10-step plan for entry into a marketing leadership role.

The CMO Council offers the following set of pointers for those hired to fix broken marketing organizations:

• Understand the company’s culture, mindset, customer, and competitive conditions.

• Establish alignments and “listening” relationships with CEO, peers and stakeholders.

• Identify the marketing detractors, influencers, advocates, and champions globally.

• Audit and assess internal competencies, processes, capabilities, and perceptions.

• Determine leaders and laggards; inventory deficiencies and resource requirements.

• Map marketing strategy and model organizational change around plans and deliverables.

• Unify, enthuse, mobilize, and strategically focus marketing assets and partners.

• Initiate upgrade and replacement process in key competency areas.

• Show results early and often with business-building, lead-generating marketing projects.

• Provide metrics-driven report and spend plan to management on a quarterly basis.

Whew! After hearing this, you’re probably “shaken, not stirred.” Steady on. Or as 007 would say, “Q, have I ever let you down?”

For a copy of the executive summary of the report, download here.

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