MERCADEO Versión en español
CMOs Are More Accountable If Growth Targets Are Not Met
Manuela Walfenzao| 1 de noviembre de 2016
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The majority of CEOs (37%) hold CMOs first in the firing line if growth targets of their companies are not met, followed by Chief Sales Officers (34%) and Chief Strategy Officers (29%), according to The Accenture Strategy report, The C-level Disruptive Growth Opportunity. The survey is based on 535 CEOs and 847 CMOs from organizations around the world. “Organizations that rely on ‘growth by committee’ struggle to achieve their targets. It breeds a C-suite culture where everyone is responsible, yet no one is accountable – and onus unduly falls onto someone, usually the CMO” said Robert Wollan, Senior Managing Director Leading Advanced Customer Strategy at Accenture Strategy. He added that CMOs can take a greater role by actively driving the disruptive growth agenda and generating new value for the business. In the report, CEOs see CMOs as the primary driver of disruptive growth (50%). However, only 30% of CMOs believe they are cutting-edge marketing innovators, and a little over a third (37%) of their time is currently spent on innovation. 60% percent spend the majority of their time on traditional marketing initiatives. Among the recommendations that Accenture offers for CMOs, are: Opening the door: CMOs should be the one to step forward to create the platforms that will catapult their company forward into new business opportunities; making priorities disruptive: more focus can be afforded to driving disruptive growth initiatives that present higher revenue growth potential; and establish the “Office of Disruptive Growth” where marketing then becomes the epicenter of disruptive growth.
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