For years we've heard about the need to be disruptive; the need to be different but with a purpose. In other words not disruptive for the sake of disruption but have an actual plan behind said disruption, as it were.
Based on research from Accenture the type of disruption at play is disruptive growth. And, according to the research "CEOs have given the entire C-suite some responsibility for disruptive growth" with the CMO getting the most attention, if you will and not the kind of attention you want per se.
I say not the kind of attention you want for this puts a tremendous amount of pressure on the CMO to lead the disruptive growth of their brand. In fact the same research revealed that among all those in the c-suite, CEOs will hold the CMO the most accountable with over a third of CEOs stating the CMO will be the first to go if growth targets are not met.
Kevin Quiring, Managing Director, Advanced Customer Strategy, North America Lead, Accenture Strategy believes there has never been a better time for CMOs to reposition themselves by taking control of the disruptive growth agenda. "Such initiatives are often the most creative, have the biggest revenue potential and command strong leadership,” he said. “CMOs are well positioned to do so due to their experience of being brand guardians, which will help enable them to intuitively navigate new opportunities internally and externally, and identify new areas of growth.”
Accenture highlights five ways CMOs can move into a disruptive growth role:
Point #4 above speaks directly to another finding from the research which speaks to the need for CMOs to go on the defensive.
As you can see from this eMarketer chart, which is based on the research, a mere 43% of CMOs believe defending their organization against new competitors that have not traditionally been part of their industry is a priority to their organization today.
What's even more puzzling is the 54% of CMOs who responded "to some extent" when it came to making this a priority.
So in total 97% of CMOs are not exactly placing a high priority on defending their organization against new competitors that have not traditionally been part of their industry.
Why would not all 100% of CMOs surveyed say that this is a major priority for them?
Well part of the season may lie in the fact that a great number of these same CMOs don't consider themselves to be innovative.
So if they don't they're innovative or cutting edge within their own industry against known competitors - unlike new competitors that have not traditionally been part of their industry - how can they worry about defending their turf against newcomers?
The fact of the matter is the CMO needs to own the entire customer experience. They need to be the disruptor, they need to defend their turf at all costs.
Download Should the Chief Marketing Officer Oversee the Whole Customer Experience? to learn how you as a CMO can and should lead the experience, the pitfalls along the way and much more.