Many of today's marketing managers, who were once leaders in creative and branding matters, are responsible for every aspect of customer experience (CX), from technology, customer data and analytics, the growth of existing accounts and, ultimately, the impact on the bottom line. The success of a transformation depends on prioritizing the collective good throughout the organization. More than half (52%) of those surveyed in high-performance transformations say that leaders made the best decisions for the entire organization, not just for their areas of responsibility, compared to 31% in low-performance transformations. CMOs have long been the main connectors and can use the strength of their cross-functional and often intergeographical relationships to help drive effective change.
CMOs have always been responsible for brand promise, and the challenge has been to deliver on that brand promise throughout the customer journey, which encompasses many other functions, from supply chain to customer service. The reality makes marketing professionals adapt as leaders and become strong integrators of experience throughout the organization. The nature of a CMO's work requires strong leadership and interdisciplinary collaboration, which uniquely prepares them as leaders for broader transformation initiatives. 46 percent of those surveyed in high-performing transformations said that the process encouraged innovative experimentation and new ideas, compared to 29% of low-performance transformations.
In other words, innovation is fundamental. Of the researchers who responded to high-performance transformations, they stated that the process encouraged innovative experimentation and new ideas, compared to 29% of low-performance transformations. Not surprisingly, the data reveals that 44% of respondents in high-performance transformations say that their organization's culture encourages new ways of working, compared to just 28% in low-performance transformations. The “people's agenda” clearly fits at the heart of the transformation, and the successful adoption of change depends on managing a change in culture.
Of the respondents who made high-performing transformations, they said that their organization's culture encouraged new ways of working, compared to only 28% of those surveyed in low-performing transformations.
