The CMO role is one of the most dynamic, challenging, exhilarating, complex, nuanced and powerful in the C-suite. Leader of Egon Zehnder's CMO Practice Kristi Maynor shares what will be necessary for future marketing leaders to continue to innovate.
It’s tempting to over-generalize when it comes to Millennials, especially with cybersecurity concerns. But Egon Zehnder's Global Head of Cybersecurity says these Millennials, or "Digital Natives" have a different perspective on things like SSNs posted online because they’re already out there.
Most CEOs are grappling with one particular challenge, irrespective of industry or geography: getting the right leadership talent. Governments face this challenge too. The Indian government has responded to this challenge by taking the initiative to invite executives from beyond the ranks of the civil service to apply for certain Joint Secretary posts.
Many chemical enterprises have implemented pilot programs as a way of taking the first steps toward digital transformation. But the conversations we have with boards and CEOs, combined with our own observations in the field, suggest that pilot programs rarely lead to transformation in the chemical industry.
What is the right balance between traditionalists and change makers? In our experience, we’ve found the formula used by innovation leaders can also create a marketing talent blueprint. By adopting this innovation framework, companies can better ensure the placement of the right talent to drive transformational change.
At Egon Zehnder, we have worked with family businesses around the world since our founding in 1964. We interviewed scores of family executives to better understand their sources of success—as well as their pain points.
By this point, together with our client we have determined what degree of transformation is necessary in various dimensions and at different points within the company. A shared view among the management team of the level of transformation required (improvement, renewal or reinvention) and of the current state of the company at the start of the transformation is a fundamental prerequisite before setting the ball rolling.
By way of structure for our diagnosis, we take the five key dimensions that determine the success or failure of any transformation and examine them. As the transformation affects the entire system, the diagnosis invariably looks at three levels from the same perspective: the CEO, the management team and the organization as a whole.