Who is the CMO of the future?

Digital Surgeons, founder, @petesena, takes a look at what the landscape looks like for the future role of the CMO. Gartner is predicting that by 2017, the CMO will spend more time than the CIO on technology. We’re seeing this already happening with progressive brands shifting budgets towards digital.  Peter shares his thoughts in a Slideshare above on the hybrid nature he thinks the role of chief marketing officer will begin to shift into. What are you doing to stay ahead of the curve?

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Published by petesena

Pete Sena is the Co-Founder and Chief Creative Officer of Digital Surgeons, a creative agency focused on the intersection of design and marketing innovation. He has built and led cross-functional teams delivering a number of successful, award-winning, multi-channel programs and activations ranging in scale from startups to Fortune 50 organizations. Pete prides himself on partnering with CEOs, CMOs, and creative leaders to help them set, plan, and achieve their vision. He is a Venture Mentor at Yale University School of Management and is currently contributing to innovation and entrepreneurship curriculum for a number of university programs, including both Yale and Carnegie Mellon.

2 thoughts on “Who is the CMO of the future?

  1. Thank you Peter for the show! I loved the way you split the digital surrounding in to understandable and manageable areas. I think the big picture is about increasing companies capability to adapt to customer’s individual needs, motives and behavior. Changing customers is very difficult and slow process, changing the company’s capability to align service experience with customer expectations is much easier.

    There is a book that I recommend for all marketing people to read, called “Fast Strategy”. This book is about strategic sensitivity and agile organisation. It is a management strategy book, but The message of that book has now become more relevant for CMO’s than ever due to technical capability explosion while the cost of technology has gone down simultaneously.

    I call the “business as usual” -marketing, in which you send bulk messages to customers “indifference marketing”. The bulk messages don’t impact the NPS neutrally, they generate critics. The customer’s expectations have also grown tremendously and they are now aware about data being collected from their behaviour and expect that data to improve their personal experience. Not using the data drives critics.

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