As business requirements change, both the adoption of new technology and the role of the Chief Marketing Officer (CMO) will continue to evolve. This future of the CMO customer survey report addresses two questions: How has the role of the CMO changed? What skills will I need to develop to further my career as a marketing leader? Readers will gain perspective on the new four hats of the CMO, and begin to assess which skills to develop to meet both personal career and business needs. This market overview includes data from a Constellation Research survey of 126 marketing leaders serving CMO roles across multiple industries and geographies leveraging The Social CMO network.
Previous technology and business shifts have subtly changed the role of the CMO. However, the new consumer engagement models of the social revolution will spawn the need for a new breed of business and marketing technology leaders. These leaders must navigate a myriad of converging and disruptive technologies, align new initiatives to both business value and technology ROI feasibility, and identify strategies to leverage existing program investments to fund innovation.
The traditional CMO must overcome inertia and wear one or more of the four hats or roles for The Social CMO: Chief “Maintenance” Officer, Chief “Migration” Officer, Chief “Measurement” Officer, and Chief “MatrixMarketing” Officer. In our survey of 126 CMOs in the second quarter of 2011, Constellation Research uncovered the priorities for these next-generation CMOs.
Shifting to a Chief Maintenance Officer, Chief Migration Officer and Chief MatrixMarketing role should be a smooth transition for most CMOs, but only a few with vision, ambition and business savvy will grow into the Chief Measurement Officer role. In each of these shifts, CMOs will have to reprioritize their project portfolios and develop new skill sets. Regardless of the shift, a new breed of CMOs will emerge to match the needs of the organization, taking a more leadership-focused, customer experience, and business point of view.
The full report of The Four Hats of The Social CMO is now available for pre-order and will be released the week of September 26th after which date can be ordered here. Members of the Constellation Research Client Community will also have access to a quark providing some additional details.
As organizations evolve their business models in the coming decade, a new breed of business and technology leaders emerges to meet the challenge. These leaders will navigate a myriad of converging and disruptive technologies, align new initiatives for both business value and technology feasibility, and identify strategies to leverage existing investments to fund innovation. Consequently, traditional supply chain operations also need to evolve along with new roles and focuses for the CSCO. Later in 2011, additional research will be conducted into these new roles.
This initial Constellation Research supply chain report focuses on supply chain synergy, summarizing a significant body of work. The second report in this series will include real world pilot examples and direct improvement results. Questions about the types of supply chain synergy present in supply chains as well as the Supply Chain Synergy Indicators that identify these synergies will be answered. Continue reading…
Today, we announce an award that celebrates and recognizes leaders who have overcome the odds to successfully apply emerging and disruptive technologies for their organizations.
In Search of Protostars
Most award programs recognize the technology suppliers for their advancements in the market. Few, if any programs, have recognized individuals for their courage in battling the odds to effect change in their organization. The Constellation SuperNova Awards celebrate the explorers, the pioneers, and the unsung heroes who successfully put new technologies to work. More importantly, these leaders have created disruptions in their market.
“Applying technology innovation to effect business results requires exceptional organizational leadership and teamwork. It is not enough to simply implement the technology. To ensure success, these leaders had to build buy-in relationships across all levels of the organization – appealing to rational and emotional senses – as well as make tough calls in system delivery to make change easier”, noted Amy Wilson, Vice-President and Principal Analyst, Constellation Research, Inc.
Credits: Hugh MacLeod
Enterprise leaders seek pragmatic, creative, and disruptive solutions that achieve both profitability and market differentiation. Cutting through the hype and buzz of the latest consumer tech innovations and disruptive technologies, Constellation Research expects business value to reemerge as the common operating principle that resonates among leading marketing, technology, operations, human resource, and finance executives. As a result, Constellation expects organizations to face three main challenges: (see Figure 1.):
- Navigating disruptive technologies. Innovative leaders must quickly assess which disruptive technologies show promise for their organizations. The link back to business strategy will drive what to adopt, when to adopt, why to adopt, and how to adopt. Expect leading organizations to reinvest in research budgets and internal processes that inform, disseminate, and prepare their organizations for an increasing pace in technology adoption.
- Designing next generation business models. Disruptive technologies on their own will not provide the market leading advantages required for success. Leaders must identify where these technologies can create differentiation through new business models, grow new profit pools via new experiences, and deliver market efficiencies that save money and time. Organizations will also have to learn how to fail fast, and move on to the next set of emerging ideas.
- Funding innovation through legacy optimization. Leaders can expect budgets to remain from flat to incremental growth in 2011. As a result, much of the disruptive technology and next generation business models must be funded through optimizing existing investments. Leaders not only must reduce the cost of existing investments, but also, leverage existing infrastructure to achieve the greatest amount of business value.