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Tag: CMO

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  • 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.

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