CMOs are no longer just a bullhorn for the company brand. They now play multiple, critical roles: Brand leader, head of the marketing function, and senior executive expected to be well-organized, strategic and decisive — focused on business outcomes. This leaves new CMOs or CMOs with new management under a great deal of pressure.
“CMOs are operating against a backdrop of changing customer behavior and expectations of brands, triggered by externalities like a global pandemic, racial tension, political uncertainty, climate change and an economic downturn,” says Jennifer Polk, VP Analyst, Gartner. “CMOs who can adapt in this environment have an opportunity to not only weather the current disruption, but emerge on the other side better prepared for the next disruption that is sure to come.”
Doing so requires a strong six-phase plan for the first 100 days. Together, the six overlapping phases enable the CMO to establish clear expectations with the CEO, talk with customers, assess the marketing team, establish priorities, build key relationships and show quick wins