Five separate studies leave no doubt: CMOs and strong marketing teams are essential for company success.

For marketers, a massive window for change has just opened—and the prize is big.

Marketers are facing a major problem. Post-virus, how will markets change? What are the trends? 

Making change happen is tough. New products? Too risky. Agile working? Maybe next year. Better digital tools? We’ll look into it. Why change when life is good? 

When the world suddenly stops for 90 days, could you use this time well?

Creative accumulation leads to better things. Creative destruction leads to new things. One isn’t better than the other. Both innovations matter.

Who thrives? The people who have more than just ideas. The people who figure out how to make stuff happen, how to mobilize people, how to ship. A few days ago, I sat down with Rusty Pepper for a podcast on the power of leadership in marketing. You can listen to it...

Fran Crippen loved the water. The US long-distance swimmer had beaten his competition many times. 7 medals in 6 years—one gold, four silver, two bronze. Olympic games in reach. Expectations were high for the Fujairah Marathon Swimming World Cup. Fran promised to call...

A few days ago, The Marketing Society asked me to share with their senior marketers the insights from the largest ever study on marketer success. Seats were arranged in a circle, so I could see everyone’s eyes as I walked onto the stage. The room was packed. Before we...

Making it to the next level can be exciting. More responsibility, more options, more pay. But how to get promoted? Perhaps your firm has a fixed promotion schedule, and it’s either “up” or “out.” Perhaps your boss likes you and pushes you up the ladder. Or perhaps...

When the numbers don’t add up, business dreams evaporate, change movements stall, projects die. Perhaps people love your idea. Perhaps no one asks if the numbers work out. But sooner or later, someone will. Ideally, that someone is you. ...

Last weekend, my partner and I took a bicycle tour to a small village near our home, called Adendorf. Each year, it hosts an iconic garden exhibition – a sales show with plenty of champagne and canapés. After a few glasses, we passed a large exhibition of roofed...

As a marketer, people are paying you for the firm’s most important job (next to innovation): finding customers – at the lowest possible cost. Finding customers is an art and a craft. The art is your work’s beauty: the creative, the intuitive. The truth is, marketing...

I love the Airbus A380. It’s an engineering masterpiece. The world’s largest airplane. Quiet. Spacious. Loved by passengers. Yet the A380 demonstrates what happens to businesses and careers when ‘cool’ trumps ‘relevant’. The A380 promised a solution to a pressing...

Who’s the most powerful person in a firm? The CEO? No. The CFO? No. The head of sales? No. It’s the customer. When a customer complains, the CEO sits up. When a customer wants to leave, the head of sales gets on the case. In a firm, the customer’s voice trumps all...

“You can help us build a love brand. I want to hire you,” the CEO said. Nina was thrilled. Her last years in consumer goods had been tough. Tight margins. Aggressive competitors. A firm, in which everyone was a marketer. This telecoms CEO promised something very...

Who wants to be a middle manager? Not many people. It’s nice to be the trainee – young and cool; it’s nice to be the CEO – with all the power. But the rest? Stuck in the sandwich’s middle. No longer cool. Not really powerful. If middle managers were brands, they’d be...

Everyone in the boardroom turned to me in anger. I spent much of my former career doing two jobs: leading large brands and running major marketing transformation programmes. I loved both. And in both, when it came to success, my head was on the table. In marketing, I...

We love the familiar, the recognisable, the known. And when it comes to picking a team member, many people are looking for a clone. Men recruit men. Creatives recruit creatives. Number crunchers recruit number crunchers. It’s easier to relate. It’s kind of natural....

Do you thrive in a matrix organisation? In a matrix, everybody is in charge--and nobody has all the power. The person who can tell sales what to do, doesn't exist. The person who can tell product development to make amazing things, isn’t on that list. The person who...

Trust in politicians has evaporated. Consumer trust in brands is at an all-time low. And too many executives don’t trust their bosses. What’s the problem? Perhaps it’s professionalism? Brexit, for example, is a tough (and stupid) challenge – but the politicians in...

The internet is great. If you know something and you want to write a blog that 100,000 people read, you can. If you want to do a podcast that 100,000 people hear, you can. The internet is also great for people who don’t know much, but are good in front of a camera and...

Brave leaders change the world. Air traffic controller Anthonius Gunawan saved the 160 souls on board Batik Air 6231, by staying in the tower, so the plane could escape minutes before the earthquake struck. Berta Cáceres led the protests that stopped the Honduras Agua...

You are in the business of change. In fact, we are all in the business of change. We try to get customers to accept our offer. We try to get colleagues to support our cause. We try to get friends to join our Saturday dinner. Making change happen is what most of us do,...

Marketers are more emotional than many of their colleagues, which makes earning respect difficult, but they can gain influence by speaking the language of logic.

Hard work is appreciated. Or so people hope. That’s why they put in the long hours, go the extra mile, give their best. But then, things go nowhere. The big meeting gets cancelled, budgets get cut, friendly voices disappear. Working hard is commendable, but it’s just...

To make change happen, shed light on the issue. Measure customer feedback, costs, time wasted – whatever your currency is. Make sure your data is solid. Praise those in the top left corner who are doing well; no need to shame those in the bottom right-hand corner – the chart will do it for you.

Tell people how you got to where you are. Talk about the hurdles. Share your tricks. Give hope. As a leader, the most precious thing you can help others build is confidence. And it’s free.

If you want dissatisfied customers, lock them in.

For breakthrough results, harmony isn’t the recipe. Fighting is. Under one condition: the fight has to be constructive.

Tell customers it’s a middle seat upfront. Then, be generous. Give people a free drink, more air miles, a discount coupon, an extra report, your premium service package. Make the middle seat wider.If people feel good about your middle seat, they may come back. For sure, it’s fair.

Sheryl Sandberg has a point. In her book ‘Lean In’, Facebook’s current COO asks women, “What would you do if you weren’t afraid?” Sandberg is a public role model. Her book has empowered millions of women to step up. To seek and speak the truth. To claim their seat at...

“What’s the point of the Chief Marketing Officer (CMO)?” I asked Marketing Week readers that question. Why? Well, here is a baffling paradox: Each day, the world’s marketers create billions of cash dollars. Baileys, the Irish cream liqueur, has just had a record year....

Use the power of travel for change. In organizations, get people to meet customers, switch departments, take on cross-functional work. Do the same yourself—and leave your country now and then. That one new perspective, that one new idea, that one new priority that you acquire can make all the difference.

Elvis didn’t invent rock 'n' roll. Steve Jobs didn’t invent the smartphone.* Google didn't invent web search. All three took an idea, twisted it, made it better—and changed the world. People love out-of-the-box ideas. But they pay for what's inside the box. For what...

Reach out to three people who disagree. With your project. With your political perspective. With your moral view. Listen and say: “Thank you.” It’s not about making promises. It’s about genuinely learning what it will take to bridge the gaps.

I've got good news. Until December 1st, our publisher, McGraw-Hill and 800-CEO-READ offer a 40% bulk discount for our marketing leadership book The 12 Powers of a Marketing Leader. Here's the deal: for 25+ books, it's 40% off....

To fix marketing’s perception problem, marketers must overcome the fear of forecast, measure what matters, and make selling a purpose again

Many leaders still spend most of their time in the office, but the most important part of their role – creating organizational change – requires face-to-face contact with those outside their department

Want to lure the world’s best talent into marketing? We need to step up the profession’s standing first

Marketers want a positive, do-good brand purpose but if they do harm before doing good, all integrity will be lost and brand purpose will go straight out the window

Agencies, like brands, need consistency. Agencies used to have access to the C-suite within brands but that’s no longer the case. It’s time for agency leaders to step up and rebuild agency C-suite relevance again

Facebook’s current data woes point to a bigger challenge: leaders must stop delegating responsibility and take charge of marketing communication again (from my Marketing Week column).

The recent #MeToo campaign is a reminder of the important role we all have as leaders: building confidence.

Have you ever experienced reduced budgets, a loss of career momentum, or a lack of traction in your company? If so, you could be at risk of a serious career disease

What a Super Bowl night! In the end, it was a hard-fought victory for the Eagles. Off the field, another battle raged on between Budweiser, Coke, Kia, Pepsi, Squarespace, P&G, and many others: the nation’s top brands fought for customers’ attention. But after the dust settles, many CEOs, CFOs and shareholders will ask: Was it worth it? Can I trust my marketers? This year, again, they’re short of good answers.

Success in a customer-facing role is all about mobilizing two groups of people that most leaders overlook: their bosses and their colleagues.

The digital future is bright—but it’s complex and it nags on executives’ confidence. The new currency of expertise is having an overview

Unless executives step up and take the lead, great customer experiences will remain a corporate fantasy.

Many executives are keen to inspire customers. But to actualize great customer experiences, inspiring the organisation may just be as important.

The best marketing strategy will go nowhere if leaders can’t convince colleagues about the right course of action. Some time ago, a CMO asked me to assess his global team’s capabilities. After two years and a six-figure training investment, marketing – in the eyes of...

Too many executives ask for promotion based on tenure or their employer’s generosity. A better approach is to help solve a real company problem.

How to mobilize colleagues for large-scale change—especially if that change might be seen as unpopular?  Use your secret weapon: “Listen, Decide, Communicate” or "LDC".Let’s examine each step of LDC separately. Listen First, seek out the key people who’ll be...

Everyone, from the junior IT recruit to the chairman’s spouse, seems to have a view on how customer innovation and marketing should be done. How to respond? 

Customer focus is a honorable thing. But it can be tricky–in part because of the three main gaps that every customer leader* faces. 

Every firm needs customer-minded leaders. New research shows: these customer leaders*do better when they serve both customer needs and company needs.

Influential leaders are associated with profitable revenue. Too many executives aren’t. They’re missing out. Time to get into the revenue camp. Profitable growth (the sustainable kind) is high on every CEO’s mind. In fact, next to strategy and organization,...

Authentic leadership is a powerful idea. But if you believe authentic means ‘just being yourself’, you may end up in a mess.

The label ‘digital’ makes marketers throw all leadership rules overboard (from my Marketing Week column). I love technology. When new tech stuff comes out, I immediately fall victim to the ‘wannahave’ mentality. For some it’s shoes. For me it’s gadgets. But...

Marketing is only one piece of the customer experience puzzle. To create a truly remarkable experience, other departments must also be heavily involved.

For marketers to overcome strong beliefs inside the company, showing facts may not be enough. Your better bet is to ask a powerful question: “How, exactly?”

Marketers have a reputation for being overwhelmed and always late, but it does not have to be that way.

What’s the best tool for recruiting the wrong people? A long competency list. If you want too much, you may simply not spot the best marketing leaders. Cut to the chase and ask yourself a simple question: “What distinctive skills do we need?”

Why do so many marketers believe using marketing jargon inside their company is okay? It’s not. It’s a career killer.

As a customer-focused leader, you are in the inspiration business. The biggest part of your role is to mobilize people in your company to make a great customer experience happen. Unfortunately, it’s not as simple as just issuing orders to those around you. Your best bet is to inspire them. But how?

It’s funny, shaping a company’s customer experience (CX) is, perhaps, the biggest challenge of a business. Yet the leaders in charge of this crucial endeavour rarely receive targeted leadership training. It’s time to change this.

In a marketing team, trust is the foundation for everything. No matter how good your team’s marketing skills are, they won’t make a dent in the market unless people give their best and take some risks.

Hand over heart: What do you think of marketers? Many CFOs think that marketers talk bollocks, don’t understand the company, and simply can’t be trusted. To be fair, they sometimes have a point. But most of their perceptions are wrong—there’s more common ground than they may think. In fact, marketing most likely determines the fortunes of your company.

Marketing leaders must constantly show that marketing delivers financial returns. Why? If the organization knows your work delivers a return, the decision makers will give you the resources and support you need for your important marketing projects.

Think about it: you want to change the customer experience that large numbers of people in your company create each day — most of whom don’t work in marketing. The only way to succeed is to become a “leader of leaders.”

As a marketing leader, customer knowledge is key for your business success—but it won’t get you promoted. In my research, what mattered more for marketer’s career success, were product and market knowledege. A good way to gain these insights is to step out of your role.

Many non-marketing leaders don’t fully understand why marketing is essential for the company. That’s why making the case for marketing to them may be more important than you think.

Too many leaders still believe diversity doesn’t matter for company performance—or they can’t improve top team diversity anyway. Publicly firing a chairman won’t change these beliefs. What’s needed are facts that no C-suite leader can ignore. Let’s make the case.

Leadership means sticking to decisions unless there’s a very good reason to change or stop. If you’re leading these meetings, stay calm, refer to the old plan, raise the issues, and suggest solutions. Successful CMOs are great consensus-builders. But at times, “renting a bulldozer” comes in handy.

There’s lots of encouraging news coming out of Cannes. While marketing still faces tactical challenges—social media, big data, ROI, to name just a few—the prevailing belief is that CMOs are back in the driver’s seat. They’re cutting through the clutter and refocusing their attention on what really matters: great work that drives the business.

Delighting customers is high on every CMO’s agenda. This often means building capabilities to serve customers faster, better, or in a more personalised manner. Technology isn’t the hardest part, however; what’s really tough is driving changes within a company. It’s...

People will forget the price, but they’ll never forget the quality, famous designer Jil Sander was once quoted. For marketers, her point couldn’t be more true (from my cmo.com column). Your ideal agency partners may be a six-hour flight away, and expensive. But...

Marketing is only one piece of the customer experience puzzle. To create a truly remarkable experience, other departments must also be heavily involved. The challenge is that colleagues in these other departments don’t perhaps report directly to you. You must find ways to mobilize them, starting with sharing your vision through a powerful story.

Daniel* is a marketer–and Daniel has a problem: he isn’t getting his boss’s attention. A regional marketing head of a large consumer electronics company, he often finds himself last on his boss’s agenda. Daniel isn’t alone. Millions of marketers struggle to get attention. Perhaps their work isn’t seen as critical for the company.

Let’s face it: you’re not in charge of it all. Almost nobody is really in charge of it all. Your boss can disagree with you. Your colleagues can push their own agendas. Even your team members can push their will over yours. We are in the 21st century. The old...

To start a movement, you as leader must take a risk, try something new, and show its effect. Then it’s all about finding your first followers.

WHY LEADING MARKETING IS HARD. Marketers face three crises: trust, control and skills. Leadership is the way through all of them.

“Who should lead our digital marketing transformation?” Many CEOs are looking for leaders to move the company’s marketing into the future. Too often, however, top marketers don’t make it onto the CEO shortlist because they’ve fallen into a digital CMO trap. It doesn’t have to be like this.

Consumers’ lives wouldn’t be the same without Diet Coke, the Swiffer, or Red Bull. CEOs would certainly miss telling the success stories behind how these brands were created and marketed. But the real key behind many successful products is innovation. And to truly innovate, marketing teams need constructive conflict.

How to claim your marketing seat at the company’s top table? Many marketers work hard but struggle to cut through internally. Why? Because they don’t tackle issues that really matter for the CEO. Don’t let that happen to you.

How to find the time to get closer to your customers? Meeting customers is a great source of insight. Too busy? You may have more time than you think.

Seventy one percent of CMOs have strong top- and bottom-line impact, but over half are struggling in their careers. Better leadership skills would up the career prospects of many marketers. For our new book The 12 Powers of a Marketing Leader, Patrick Barwise and I...

Inspiring people starts with one person: yourself. If you have the spark of inspiration, you can inspire others. That’s the key.

Millions of marketers master the famous 4Ps of marketing: product, price, place and promotion. But if you’re a marketing executive, you won’t get very far without also tackling the 4Ps of marketing leadership: productivity, purpose, pull and power.

There’s no doubt a company can survive the digital revolution intact without expertise–a la Steve Wozniak. At the same time, however, there is a need for marketing leaders to see the big picture and develop strong leadership skills–a la Steve Jobs. So how can marketing leaders gain more influence?

Digital media and systems determine future marketing. Many leaders in marketing are worried about the changes. Yet you do not need to be a digital high flier to occupy this position. Three steps to get on top of digitization.