Tag: CMO Filter Filter by All Automation Blog Creativity Data E-Commerce Future Innovation Leadership Management Media Metaverse Purpose Sustainability Trends Videos close Three key characteristics of the 21st-century CMO By Martin Recke In the 21st century, the CMO role changes completely. Meet the new marketeer, who will resemble Leonardo da Vinci, the Renaissance genius. The rise of leadership and the demise of management By Martin Recke The digital revolution sparks change, demands more leadership and less management, and enables a shift to focus on the human being. The humanist CMO By Martin Recke Leonardo da Vinci, the Renaissance artist, scientist, engineer and creative genius, is a role model for the humanist CMO we need today. Key challenges for the CMO By Martin Recke Digitising marketing operations, shifting from campaigns to products, and developing an agile mindset are the key challenges for the CMO. The purpose of innovation By Martin Recke Where there is danger, the rescuing also grows. We hope for innovation, and this hope is poised to be fulfilled. It's the purpose of innovation. Drink up. It’s closing time for the traditional CMO. By Adam Tinworth If you think that CMOs can still get by as a purely advertising-and-PR function, then I'm afraid last orders have been called. Today's marketing needs a profound culture change. Here's how. The new role of the CMO By Martin Recke The CMO needs to change, since marketing has changed profoundly. The future of marketing is closely related to the future of innovation By Martin Recke The future of marketing and innovation is the reunification of what had been separated into the Parallelwelten of corporate silos. Chief Marketing Officer: an agile lifeline in digital disruption By Adam Tinworth Think marketing has changed in the last 10 years? It hasn't changed nearly enough. Here's why. Why chief marketing officers need to up their product game By Martin Recke Marketing all too often is boxed into the promotion corner, with advertising at its core, and therefore in many cases run as a cost centre, which it shouldn't.
