Looking for CMO leadership insights? I’ve collected them here.

Investing in marketing

The Long and the Short of It, Les Binet and Peter Field

Try talking marketing investments without knowing short- and long-term effects—you’ll fail. It's central to the CMO strategy. This 2013 report nails the delicate balance between driving immediate sales and building lasting brand value. Every CMO (and CFO) should read it. Short-term moves? They get results fast, but chip away at your brand’s future. Binet and Field know the long game is where sustainable value lives. Their advice: Play both strategies smart, and don’t confuse their roles. Peter Field wrote a 2021 update article, which adds some interesting new perspectives (tip of the hat to Dominic Grounsell), and Les Binet has given this post-Covid keynote.

Don’t Cut Your Brand-Marketing Budget. Rethink It, Boston Consulting Group

This 2023 BCG report shows that cutting brand marketing during downturns harms companies. Those that cut back often lose market share, see slower sales growth, and experience lower total shareholder returns. Worse, it costs more to rebuild brand momentum later. Instead, the report suggests using economic uncertainty to invest strategically—target key customer segments, adopt precision branding, and maximize marketing ROI. The key takeaway? CMO strategy should be targeted brand marketing during tough times drives long-term growth. The article concludes with a pitch for marketing ROI optimization (the firm happily helps you do this), which is more narrow than the host of options available to CMOs based on the excellent research insights at the start of the paper (tip of the hat to Lisa Delaney).

How Brands Grow, Byron Sharp

I added this piece 2011 here, as the described CMO strategy may require brands to sustain major communication and distribution investments—and lead to intense internal debates for those who need to make a shift.  Byron Sharp’s How Brands Grow is a shake-up for brands—especially for those stuck on loyalty or differentiation. His take? Brands grow by upping market penetration, not by crafting deep loyalty. The secret sauce? Being easy to find and easy to remember, with distinctive assets (think logos and colors). Sharp’s seven rules push consistency, broad reach, and pulling in occasional buyers. But watch out—numerous researchers and practitioners argue that loyalty and differentiation matter more than Sharp suggests (link, link). An important read. Just keep a pinch of salt handy (like for all books that take a stand).

Roaring Out of Recession, Ranjay Gulati, Nitin Nohria, and Franz Wohlgezogen

This 2010 report examines 4,700 companies across three global recessions and reveals that only 9% emerged stronger. The winners adopted a progressive approach—cutting costs efficiently while still investing in innovation and growth areas like R&D or distribution. Those that were too defensive or overly aggressive struggled post-recession. The key takeaway: the right CMO strategy balances operational efficiency and strategic investment. It prepares companies to seize growth opportunities once the economy rebounds. To be clear: this research does not say “never cut your marketing budgets” (which some marketers have conveniently concluded). It advocates for balance and requires CMOs to look at the business as a whole—not just marketing.

TV or not TV? Peter Field

Peter Field's 2024 research argues that TV advertising remains crucial for marketing effectiveness, contrary to predictions of its demise. By analyzing extensive data, he reveals TV's unique strengths in building mental availability, delivering high attention (over 15 seconds per ad), and creating powerful emotional connections that drive brand growth. The research suggests marketers should allocate around 45-50% of their budget to TV advertising, following a 60:40 rule that balances long-term brand building and short-term performance marketing. Field warns against reducing TV to purely performance marketing, emphasizing its continued importance in creating trusted, emotionally engaging advertising that generates significant business impact.

Setting budgets (in particular zero based)

By request, here’s a sub-group to tackle all the buzz about “zero-based.” There’s a lot of back and forth on what it really means and how to kick it off. Here’s some clarity.

Zero-Based Budgeting for Commercial Spend, Deloitte

In 2018, Deloitte showed how zero-based budgeting (ZBB) can trim waste in consumer goods companies. It’s about using data to move money from low-value spots (like bloated trade promotions) to high-ROI activities. The upside? More accountability and better financial decisions. The challenge? Fighting short-term cuts and shifting mindsets. But when it clicks, ZBB makes costs clear and decisions smarter. What I like: this summary offers solid “how-to” CMO strategy guidance, including both steps and potential risks, making it practical and actionable.

Zero-Based Productivity—Marketing: Measure, Allocate, and Invest Marketing Dollars More Effectively, McKinsey & Company

AMcKinsey’s consultants laid out in 2018 how zero-based budgeting (ZBB) as CMO strategy could work wonders in marketing. By getting super granular with data, companies can cut 10–25% of marketing costs and reinvest the savings into high-ROI areas. It’s about ditching outdated spend patterns, reallocating based on what actually drives value, and improving communication across the business. The method sharpens focus on “working” vs. “nonworking” media and establishes a baseline to control cost drivers. If you want to learn more, there is also the 2017 Five Myths (and Realities) About Zero-Based Budgeting and this 2017 update.

Pricing power

Not a marketing guide, but pricing deserves a mention. Why? It’s how CMOs break into bigger roles. It’s the closest thing to the P&L, right after sales. And if marketers feel the “imposter phenomenon,” it’s usually here. Time to fix that.

The Power of Pricing, McKinsey & Company

This really is a primer, including all the pricing facts you'll hear at the typical conference speech ("1% price increase can yield an 8% rise in operating profits, far surpassing the impact of cost-cutting or increasing sales volumes"). McKinsey’s 2014 report shows pricing is a big profit driver, but “price leaks”—from discounts and promos—bleed away revenue. The CMO strategy? Focus on the “pocket price” (what’s left after all the cuts). Using analytics to understand price drivers leads to big profit wins. Have your team read this too.

Marketing organization

Building a high-performing marketing team is a tough gig for CMOs. Global or local? Centers of excellence? The choices seem never-ending. But after 20+ years of doing this, here’s my big lesson: people beat structure. Hire the best for the most important tasks—then build the org around them. This approach isn’t in line with the typical “best practice blueprint” consultants push in the pieces below, but I’m perfectly fine with ruffling a few feathers 😀.

The Agile Marketing Organization, Boston Consulting Group

Hold off on “agile” for a second. This 2015 BCG report digs into how marketing can keep up in today’s fast-paced digital world. Creativity and brand-building? Not enough anymore. CMO strategy today is all about integrating data analytics, content, programmatic buying, etc.. Sure, “agile” pops up, but this is really about foundational organizational stuff—global vs. local teams, specialists vs. generalists. If you’re building a marketing org, this is a really good read.

A Field Guide to Modern Marketing, Bain & Company

Bain’s 2024 B2C marketing guide spells out the new complexity marketers face as consumer behavior and digital channels shift. The old ways? No longer enough. Bain says CMO strategy needs to master nine areas, from integrating digital hubs and retail media to using insights tied directly to business units. Big takeaway: brand managers aren’t just marketing; they’re P&L leaders now. Plus, collaboration across e-commerce, insights, and other functions is non-negotiable. The challenge? Balancing agility with structured planning to deliver personalized experiences at every customer touchpoint. The piece is current and well structured (a little generic for my taste) and I found the charts very useful.

Modern Marketing: What It Is, What It Isn’t, and How to Do It, McKinsey & Company

McKinsey’s 2020 report is all about shifting mindsets to make marketing drive growth in the digital age. The three big ones? Unifier, customer-centric, and ROI-focused. The CMO strategy must be about breaking silos, using data to put customers first, and getting laser-focused on ROI across every channel. My former colleagues Sarah Armstrong, Dianne Esber, Jason Heller, and Björn Timelin break down the principles, not tools, but if you’re looking to refocus your team’s priorities, it’s a good read.

B2B Marketing Organization Design, Forrester (partly walled for pay)

Forrester’s collection of articles and videos (not a full report) covers the some basics of effective B2B marketing organization design. It’s about aligning your team with business goals, managing resources smartly, and cutting workflow friction. One core idea for the CMO strategy? The “Eight Cs”: Clarity, Competency, Concept, Capacity, Cost, Chart, Calibration, and Communication. These should help leaders build scalable, customer-obsessed, data-driven organizations. Some parts are just teasers for paid content, but there’s still good stuff here for B2B CMOs looking for fresh ideas.

Brand activism

Reducing the Risks of Corporate Activism, Whitler, Barta, Harvard Business Review

CMOs are feeling the heat to make their brands take a stand on social issues. But brand activism? It’s a minefield—even with the best intentions. Kim Whitler and I dug into these challenges in our 2024 journal article, where we also share a roadmap for aligning your brand’s stance with its identity and the risks around consumer reactions. Check out the free HBR piece.

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I’ll keep adding to this list and hope you find something helpful. Looking for strategy insights? It's here.

CMO leadership

Leading marketing isn’t the same as doing marketing. Together with Prof. Patrick Barwise and others, I’ve now led the largest-ever studies on CMO success. It wasn’t hard at first—there wasn’t much research when I set out. I’m thrilled to see more insights now. One thing remains the same: most of CMO success isn’t about marketing. It’s about leadership—mobilizing the C-suite, teams, and yourself. The following articles bear this out.

What is Marketing Leadership? Barta, Barwise

Our world’s largest-ever study on CMO success highlights how marketing leadership, rather than just technical skills, drives success (latest version 2024). We discuss the “Value Creation Zone,” where customer needs align with company goals, and emphasizes the importance of marketing leaders in influencing both upwards (CEOs) and sideways (other departments). Our study reveals that leadership skills, such as mobilizing teams and aligning strategies with company objectives, explain 55% of CMO success, far outweighing technical expertise.

Why is collaboration key to CMO success? McKinsey & Company

This 2023 study of my McKinsey colleagues emphasizes that the CMO leadership aspect of collaboration is crucial to a CMO’s success, particularly through strong partnerships across the C-suite. It highlights three types of CMOs: “Unifiers,” who effectively collaborate with peers to drive growth, “Loners,” who focus narrowly on marketing, and “Friends,” who foster limited cross-functional relationships. The study suggests that “Unifiers” are key to achieving business-wide impact, as they align the marketing agenda with broader organizational goals. I wholeheartedly agree.

Marketing Department Power and Firm Performance, Journal o Marketing, Hui Feng et al

This remarkable 2015 study finds that firms with strong marketing departments perform better economically. It examines 612 U.S. public firms from 1993 to 2008 and shows that marketing department power increased during this period, improving both short-term (ROA) and long-term (shareholder returns) performance. The study also highlights that a firm’s ability to build and leverage market-based assets partially mediates this effect, suggesting that strong marketing departments can drive sustained shareholder value. CMO leadership matters.

The Chief Marketing Officer Matters Journal of Marketing, Germann, at al

It seems 2015 was also the year when research finally proved marketing and CMO leadership matter. This study shows the evidence about the CMO’s impact on firm performance. Using data from 155 publicly traded firms over 12 years, the authors find that firms with a CMO at the strategy table experience an average 15% improvement in performance, measured by Tobin’s q, compared to firms without a CMO. This finding is robust across various model specifications, offering compelling evidence that CMOs contribute to financial performance, helping resolve the ongoing debate about the CMO’s value in the C-suite.

State of the CMO

The CMO Survey

Business School Professor Christine Moorman's annual CMO survey has long been a prime source of CMO inisghts. The CMO Survey gathers insights from marketing leaders to predict market trends, assess marketing performance, and enhance the role of marketing in organizations and society. Established in 2008, it addresses gaps in CMO perspectives, benchmarks, and strategic marketing data. It holds some thoughts on CMO leadership too. The survey is conducted with support from partners like Deloitte and Duke University’s Fuqua School of Business, with results made available to practitioners, educators, and the media for free.

The Third Annual CEO Study on Marketing and the CMO, Boathouse (walled, needs registration)

I don’t usually use studies from marketing consultancies in my research, but I was impressed by Boathouse’s apparent rigor in this CMO leadership study. The 2023 US-focused report reveals shifting CEO perspectives. CEO confidence in CMOs is up, with more CMOs getting “A” grades for innovation and aligning with CEO visions. But concerns about strategy and financial literacy remain. AI is taking off, especially in content creation and analytics, and CEOs are grading CMOs well on their AI efforts. Two insights stood out for me: CEO trust in CMOs is on par with the rest of the C-suite—not “low” (page 40). And in the top 5 problems CEOs want CMOs to solve, the first three are all about “growth” (27). It’s simple.

CMO tenure

How long does the CMO last? Most of the drama in posts and articles and unfounded. CMO tenure, as it stands, is just fine—C-suite average. Huge credit to Spencer Stuart’s Greg Welch, who has long spearheaded the CMO tenure research.

CMO Tenure Study 2024, Spencer Stuart

The Spencer Stuart 2024 CMO Tenure Study shows that the average tenure for Fortune 500 CMOs remains stable at 4.2 years, slightly below the 4.6-year C-suite average. It highlights increased responsibilities for CMOs, with 34% managing roles beyond marketing. Additionally, 50% of CMOs are now women, but there has been a slight decline in racial diversity. The study also notes a rise in internal promotions and first-time CMOs, indicating a focus on CMO leadership development.

The Representation And Tenure Of Fortune 500 CMOs In 2024, Forester

This Forrester blog, too, challenges the common narrative that CMOs have short tenures and declining influence. It also shows that CMO experiences vary widely across industries and business models. While 53% of Fortune 500 CMOs are women, female CMOs typically have shorter tenures than their male counterparts. Additionally, the representation of CMOs differs significantly across sectors, with a 70% variance, and B2B CMOs generally have shorter tenures than B2C CMOs. The blog post links to the full study (for pay).

CMO Tenure Study 2023, Spencer Stuart

The 2023 Spencer Stuart CMO Tenure Study began tracking Fortune 500 CMO tenure, alongside the top 100 U.S. advertisers that had been the focus until then. The average tenure for Fortune 500 CMOs was 4.2 years, slightly below the C-suite average. Women held 47% of these roles, and 14% were from historically underrepresented racial groups. Most CMOs were promoted internally, with nearly one-third being first-timers--again demonstrating that CMO leadership is essential for success. The study als highlights growing trends in internal promotions and diversity among marketing leaders.

Why Short CMO Tenure Is Not Always a Problem, Kim Whitler

Top reseacher Kim Whitler argues in this MIT Sloan article that short CMO tenures are not always a negative indicator. In some cases, they reflect rapid organizational changes, shifts in strategy, or evolving market conditions that demand new CMO leadership. The article suggests that instead of focusing on tenure length, organizations should prioritize aligning CMO skills with current business goals, ensuring a stronger fit between leadership and strategic direction.

Taking on a new CMO role

The CMO Playbook: Getting Off to a Strong Start as a New Chief Marketing Officer, Spencer Stuart

James Citrin and Greg Welch present an 8-point plan for CMOs to ensure a strong start in their roles, focusing on areas like preparing thoroughly before day one, aligning expectations with leadership, shaping the marketing team, and crafting a strategic agenda. Key to success is the CMO leadership to transform the company culture, manage relationships within the C-suite, and communicate effectively. This 2024 guide emphasizes early momentum, securing quick wins, and avoiding common pitfalls like “savior syndrome.”

Set Up to Fail, Sloan, Kim Whitler

My friend and business school professor Kim Whitler, in 2022, explored how poor design of C-suite roles, particularly for CMOs and CIOs, leads to high turnover. She argues that misalignment between job expectations, responsibilities, and required skills is common, contributing to short tenures. Kim recommends a structured approach to job design, ensuring that responsibilities match expectations and required experience. The study emphasizes that well-aligned roles increase clarity and improve the chances of executive success. The message is clear: a key part of CMO leadership is constant alignment with the CEO.

Guide To Evaluating CMO Roles, Nadine Dietz and the MTM Marketing Board

Nadine Dietz, with her experience in top U.S. marketing publications and organizations, helped curate this 2023 CMO leadership piece with the MTM Marketing Board. It suggests that CMOs evaluate new roles based on four factors: personal goals, leadership dynamics, job scope, and company culture. Candidates should assess leadership alignment, marketing budget control, and team capability gaps. The study also highlights the differences between founder-led and CEO-led companies, and advises CMOs to consider how public, private equity, or venture-backed environments affect their role and success.

CMO pay

Chief marketing officer pay: The revenue growth consequences of employing internal and external benchmarks (may be behind paywall now)

This 2024 article by Hui Feng, Kim Whitler, and Mike Wiles explore how Chief Marketing Officer (CMO) pay impacts company revenue growth. It argues that paying CMOs based on external benchmarks, like industry standards, isn’t effective. Instead, internal comparisons—especially with the Chief Financial Officer (CFO)—matter more. When CMOs are paid less than the CFO, it hurts motivation and growth, but paying them more has no significant benefit. The pay gap with the CEO doesn’t seem to affect revenue growth. CMOs with shorter tenure feel the impact of pay differences more than long-term CMOs. External benchmarks, commonly used in practice, don’t drive performance. The study suggests companies should focus on internal pay fairness, particularly between the CMO and CFO, to align CMO motivation with growth.

The CMO-CFO relationship

No relationship is perhaps more crucial for a CMO than the one with the CFO. Yet, many top marketers overlook this connection (and vice versa). From my work with executive teams, two CMO leadership strategies stand out for strengthening this bond. First, open the books—transparency is key. Second, involve the CFO’s team in measuring marketing returns. It’s hard to prove financial impact to a CFO, so why not let them lead the analysis?

4 issues plaguing the CFO-CMO Relationship — and how to solve them, The CFO

(Tip of the hat to Oscar Trimboli). This 2024 article by Brandon Sullivan, CFO of 2X, identifies four key issues in the CFO-CMO relationship: language barriers, difficulty attributing tangible outcomes, different success metrics, and conflicting time horizons. It suggests solutions such as creating a unified set of metrics, predefining success measurements, fostering transparency, and aligning short-term financial constraints with long-term marketing goals. CMO leadership in building better communication and understanding between CFOs and CMOs can significantly improve collaboration and lead to shared success.

A New CFO–CMO Collaboration Paradigm, Bain & Company

This 2023 article by Bain & Company Partner Emanuele Veratti focuses on Italy, though the CMO leadership insights are globally applicable for. It outlines a new CFO-CMO collaboration paradigm aimed at overcoming corporate barriers like data complexity and misaligned KPIs. It emphasizes shared, customer-centric metrics and advanced tools such as machine learning and predictive analytics. The article also advocates for cross-functional governance between finance and marketing to improve financial planning and branding initiatives, ultimately boosting corporate performance.

Why can’t we be friends? Five steps to better relations between CFOs and CMOs

This 2013 McKinsey classic outlines five steps to improve collaboration between CFOs and CMOs, focusing on using data-driven marketing to align business objectives. Key steps include creating transparency in spending, focusing on metrics that matter to both finance and marketing, balancing short- and long-term value creation, exploring cost-saving opportunities, and fostering collaboration between departments. By working together, CMOs and CFOs can unlock significant value and improve marketing’s return on investment.

The route from CMO to CEO

The CEO of the Future: Does Marketing Hold the Key? Spencer Stuart

This 2024 study explores whether marketing leaders can transition into CEO roles, noting that despite common perceptions, they possess valuable skills like customer focus, data mastery, and strategic vision. It highlights key success factors for future CEOs, including defining company purpose, engaging stakeholders, and navigating change (I'd argue these are core CMO leadership skills). While a marketing background offers a strong foundation, the study acknowledges gaps in financial experience and risk management, suggesting marketers seek broader management roles to strengthen their candidacy for CEO positions.

Taking (Clinching) a board role as a CMO

“For the most desirable <board> seats, it is tougher than getting accepted in the New York City Marathon (5%),” writes former CMO and board member Chris Burggraeve. CMOs could add tremendous value to boards—yet they are unlikely candidates. These readings summarize the key strategies to consider for those serious about landing a major board role.

The Ultimate CMO Guide to Scarce Board Seats, Chris Burggraeve (walled, trusted source)

The 2024 book explores how CMOs can secure coveted board seats, emphasizing that these opportunities are rare and highly competitive. It argues that unique CMO leadership skills—like managing intangibles, consumer insights, and brand-building—that add cognitive diversity to boards. However, financial literacy and broader operating experience are necessary for CMOs to break into these roles. The guide encourages CMOs to strategically position themselves for board service and highlights the long-term value they can create by focusing on growth and strategic thinking.

CMOs and the Latest Corporate Board Trends, Spencer Stuart

This US-focused 2024 study highlights that while board seats remain scarce for marketers, their expertise in branding and customer insights is increasingly valued. Boards are seeking directors who can manage brand risks and capitalize on marketing opportunities to drive long-term shareholder value. Marketers aiming for board roles are encouraged to build diverse skills, consider a variety of companies, and demonstrate a strong commitment and passion for board service. This requires strong CMO leadership in their current organizations—and the will to push for a board role.

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なぜマーケターは社内で影響力を発揮できない？　背後に3つの溝

マーケター成功の条件　価値創造のゾーン外で働いていませんか？

「売ればいい」時代は終わり　マーケターのための“4つの行動指針”

西友、伝説の広告「KY（カカクヤスク）」を生んだ富永氏の自信と苦悩

豪華な原宿ファッションショーの裏での「ほろ苦」経験と学び　富永朋信氏

企業変革をリードするマーケティングの新定義

資生堂の北原氏　新価値を生む秘訣「じゃない方」の市場を見る

周囲を巻き込むリーダーシップに必要な「3つのP」　資生堂・北原氏

「毎年ほぼ同じ」でもなぜ売れ続ける？　iPhoneに学ぶマーケの核心

AI時代「不要なマーケター」の条件　5つのマーケ領域に危険信号

「パフォーマンスマーケティング」の幻想　その裏にある落とし穴

ブランドマーケティング」の誤解　広告専任の体制が生むゆがみ

顧客の代表”と勘違いするCEO　マーケターは思い込みを正す助言者に：日経クロストレンド

This year saw a record number of top marketers being fired. The CMO brand is under attack. More worryingly, as everybody seems busy with digital porn, marketers are losing C-suite traction. I don’t want to sound overly negative, but this stuff is real.

Belkin, Beats, Citi, Coty, Cisco, Dropbox, EY, GAP, GNC, Intuit, Hitachi, JC Penney, Johnson & Johnson, Kellogg’s, Kimberly-Clark, Kraft Heinz, Lyft, Marriott, McDonald’s, Mitsubishi Motors, Mondelēz International, Netflix, Nissan, PayPal, Rite Aid, Samsung, Sephora, Sisheideo, Subway, Suntory, Spotify, Taco Bell, Ticketmaster, Tyson, Uber, Walgreens, Wendy’s – these are just a few brands from consultancy Spencer Stuart’s latest CMO movements list (‘movement’ is their term for firing).

The CMO title bingo is on. Top marketers are now getting labels such as chief growth officer (what else would a marketer do?), chief customer officer (what’s new?), chief experience officer (WTF?). And here’s the new 2019 thing: teams are now getting rebranded as ‘growth marketing’. Really?

Growth marketing is as clever a title as performance marketing. It suggests the job previously wasn’t about growth (or performance). Behind the relabelling stands a more serious CEO message: “I’m dissatisfied with your work.” For the CMO brand, this could be the beginning of the end.

Things on the agency side aren’t looking better.

Who’s doing well? Tech firms – and everybody who knows how to book a Facebook campaign. Where are the truly strategic agencies? The people who once had the CEO’s ear? The agencies that challenged marketers to think long term?

J Walter Thompson, the force behind brands such as Kraft Cheese and De Beers (‘A Diamond is Forever’), just got subsumed under the digital outlet Wunderman. Ogilvy & Mather, the former boardroom power, has just ditched David Ogilvy’s mantra ‘We sell or else’ in favour of ‘We change or else’. As a client, I’d be losing my will to live.

As a marketer, why should you care? Why should you worry about what’s happening up there in the C-suite? The answer is simple: this is about your future. When marketing’s reputation erodes at the top, so will yours. When CMOs get kicked out of the boardroom, so will the customer’s voice. When everybody in marketing gets a funny title, so will you (one day).

Sorry if I’m sounding a little dark. But these facts went through my mind that night when I was thinking about what to write. To distract myself, I watched this interview with Syl Saller, Diageo’s long standing CMO. It came at just the right time and brought all my optimism back.

For the past 10 years, I’ve been spearheading marketing leadership research. In over 200 keynotes, I’ve made the passionate case that marketers must mobilise bosses and colleagues for change (rather than just doing campaigns). Watching Saller and seeing the many brilliant minds on Marketing Week’s Top 100 list made me hopeful: there are great marketing leaders who cut through the digital clutter. Who get brand purpose right. Who deliver growth.

Digital sense

Marketing technology is awesome. But digital could easily become the shovel with which marketers are digging their own grave.

Let’s be clear: martech is critical. I’m a big advocate. I’m even helping many tech firms and media brands to make the case. But digital media is a fraction of one of the four Ps (product, price, promotion, place). Marketers who only learn tactical digital campaigning might simply end up in sales support (that’s already happening).

When Saller talks about martech’s benefits, she lists marketing effectiveness and figuring out at what time of the year TV works best. Or take Adobe, currently one of the world’s most successful martech firms. It spends a large chunk of its budget on analogue marketing: events.

A true marketing leader has digital sense. That’s loving technology when it helps to solve a real problem.

Brand purpose sense

It makes me nervous when a marketing team tells me their brand is now all about solving the world’s problems. The remarkable Paul Polman, Unilever’s former CEO, is perhaps the most transparent leader when it comes to purpose. Polman truly cares for our world (he’s even become a full-time activist). But he loses no opportunity to talk about the challenges of doing good with shareholders on your back.

It’s more about tiny steps – and starts with paying your taxes (I agree with Mark Ritson on this). Consumers see though glossy purpose adverts anyway. Bailey’s, for example, long tried to empower women, but women didn’t really want Bailey’s help on that front. The brand now positions itself as an ‘adult treat’ again – and it’s growing.

Keen to boost brand purpose? Do real things that help real people. Diageo’s gender-neutral parental leave policy and Saller’s push for more female agency talent are perhaps doing more for women than any of their ads ever did.

Business sense

Customers and companies love similar things: more and better stuff, at lower costs. Being a marketer sets people up for this intrinsic conflict. The art of marketing leadership is to play inside the ‘value-creation zone’, the space where customer and company overlap. That’s a pretty demanding job.

Most marketers are pretty busy trying to figure out which colour, taste and content customers want. Adidas, for example, has trend scouts everywhere who do nothing but find new grassroots trends.

But there’s the other stakeholder: the CEO. Marketing professor Kim Whitler has found that, more often than not, CEOs and top marketers aren’t aligned. It’s one of the reasons why CMOs don’t last long.

Saller is undoubtedly a great marketer. But make no mistake: she and her team are only around as long as they deliver what Diageo’s CEO cares for: profitable growth.

Here’s my dream: I wish every skilled and customer-loving marketer would also develop digital sense, purpose sense and business sense. The entire marketing profession would make a big leap forward. For me, that’s a goal worth aspiring to.

Try This >> Don’t take my word for it, take Syl's.

(From my Marketing Week column)