Somewhere along the way, the industry-wide pursuit of the “modern marketing organization” stumbled.
In 2014, it felt like it was all we talked about. Headlines like “Surviving Disruption,” “A Renaissance in Marketing,” and “The Rebirth of the CMO” filled our news feeds. Since then, the discussion has fizzled.
With much of our recent work focused on bringing innovative customer experiences to organizations that aren’t structured to support them, the discussion has taken on a newfound importance to us. More than ever we’re asking: what is the future of the CMO role and the organizational structure that supports them?
The reemergence of this topic in recent work discussions couldn’t have come at a more fitting time. At Zeus Jones, we’re making an effort to develop our expertise in certain areas. In the past year, Katie has dived deeply into organizational strategy, while I’ve turned my attention to the possibilities of experience strategy. The issue of modern marketing organizations squarely intersects with our two self-professed focus areas. Many industry experts consider both organization and experience strategy to be prominent responsibilities of a “modern CMO.” But what does this evolved CMO role entail?
To form a hypothesis around this question, we analyzed over 50 of today’s most lauded CMOs.
We found forward-thinking companies like Unilever, Airbnb, Volvo and ConAgra are not only recreating their marketing departments, they’re also focusing on purpose and looking toward the future. To get a better idea of what these case studies look like in practice and how organizations have successfully found common ground, download the full white paper below! We promise it’s worth the read.