My journey into marketing started in operations, and then into general management, back in the day I moved up the corporate ladder because I was seen as someone who 'made things happen'.
I was one of those irritating guys who didn't just see a brick wall and stare at it, I looked at all the possibilities available for me and my team to go around it, and along the way we helped to 'transform' the companies we worked with, and for.
Without getting to deep into what growth marketing is all about the above really summarises how we do what what we do, and why we do it.
We are people who like to see the bigger picture, we've had exposure, and gained experience across all aspects of an enterprise, and different sectors, and we all have an endless enquiring mind.
We simply want to get our message across ahead of any competitor, we are the people whose role it is to 'motivate' not just our internal teams, but to motivate our existing, and potential customers into looking at us before they look elsewhere.
We are the people who look to see how others can disrupt what we do, way ahead of that disruption taking place, and seek to align the business in that thinking.
When I see articles like the one '(link below) that talks about renaming the traditional CMO (Chief Marketing Officer) title into that of 'CGO' (Chief Growth Officer) it really sums up the challenges facing companies today's digitally connected, socially savvy, and technologically advanced world.
As the marketing industry grows increasingly digital, the demands and expectations of CMOs continue to evolve. CMOs are now required to focus on being customer-centric and data-driven while offering personalized strategies. They are also being called on more to prove ROI on campaigns. CEOs are expecting CMOs to be a "magic bullet" that can revive sales, grow market share and inspire customers. These many, varied demands are often impossible for CMOs to meet, leading to increasingly shorter tenures.
So, does that set the scene for the CGO to focus on growth, innovation, and product development allowing for the CMO to remain focused on the delivery of the sales and marketing ambitions to communicate not just today's message, but that of tomorrows growth?
Findings suggest that CMOs will have to adapt to hold onto their positions. Most marketers realize that traditional experiences are no longer enough to satisfy consumers, which is opening opportunities for CMOs to embrace the role of "CMO Collaborator" and look beyond typical brand advertising and communications, per an Accenture Interactive report. A "CMO Collaborator" is defined as a CMO who encourages teams to work across the company, fostering a culture of collaboration and ensuring that brand vision and customer experience align.
For innovation and transformation to really take place in the ever changing technical and digital landscape requires both roles to work in a symbiotic manner, the rapid change in social networks and people's interactions across these platforms are already having huge impact on all kinds of businesses, but from what we can see very few brands haven't yet really taken the time to better understand how to unleash the real transformation 'Superpower' that an enterprise side social selling program can really deliver.
“I actually think that in order to get to this role it’s important to have some general management experience,” she explained. “That way you understand what drives the growth of the business and you can get into this position. It helps you join the dots and orchestrate what is needed to drive growth.”