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BUSINESS LECTURE FOUR:

Richard Christou
The 2020 CMO – leading business transformation Master

Karl Weaver and Ruth Saunders gave the fourth business lecture.

Karl, one of our liverymen and a date KPIs, like data from their CRM mindsets are necessary for a
Court Assistant, developed his systems. Whilst customer complaints successful business, but marketers
consulting skills at WPP’s The Henley are dropping they might miss the must recognise that the boardroom
Centre. He is currently CEO of growing number of complaints – is not their territory. In order to
Isobar’s UK operations, leading a which seriously damage their convince senior management, they
team of 400 experts who are reputation – made through social must think like senior management.
combining technology and media. Engaging senior level people
customer experience capabilities to Resistance to change
help his clients transform digitally. Ruth then gave guidance on how
Even if the CMO understands and is the CMO should approach senior
Ruth uses her 30 years of experience aware of the problems, he or she will managers to gain support for their
as a strategy consultant to help often meet resistance to change at projects. Senior managers are
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and implement innovative marketing concise in both print and verbal
strategies that deliver tangible Society as a whole is sceptical or form, take a commercial approach
even fearful of the new technology.
business growth. She is also a trainer, A recent survey by Dentsu Aegis to delivering business growth, and
speaker and coach, as well as showed that overall 54% of people credible in how they will deliver a
author of “Marketing in the feel that the pace of technological strong sustainable return. This leads
Boardroom – Winning the Hearts and change is too fast. This scepticism them to require clarity from the CMO
Mind of the Board”.
often colours the Board’s thinking in setting out his or her proposals and
Karl Weaver: A silo busting systems when the CMO brings new proposals the actions needed to implement
integrator and projects for their approval. them. Engaging them in plain English,
In Karl’s view, if CMOs are to avoid Thus, the natural aversion to risk of without using marketing jargon, is
marginalisation they have to take a many Boards prevents acceptance really important in this context.
lead in transforming their business to of the innovation necessary to Some decisions are more emotional
meet the challenges thrown up by maintain and improve the brand. An than others
new technologies. They need to additional problem is that the brand Senior managers are human and
break down the silo structure is no longer the sole property of the want to be involved in solving
common to so many businesses and business. More than ever, customers whatever problem the CMO has
to accelerate innovation by acting decide what a brand stands for. The LGHQWLÀHG VR WKDW LW EHFRPHV D
as the focal point linking the creation opportunity for a brand, in such a solution in which they see themselves
and maintenance of the businesses’ potentially homogeneous world, is to as a stakeholder. Nevertheless they
brands to the customer experience, clearly articulate a point of view and (like the rest of us) are driven by a
exploiting technology and its stand out. That will give business a mixture of reason and emotion. In
analytical potentialities to achieve VWURQJ FXVWRPHU EDVHG SODWIRUP DQG some circumstances a purely
this. The acceleration in innovation a right to innovate. rational presentation, logical, fact
this creates delivers higher revenue Ruth Saunders: Transformation in the based and with a strong business
and lower costs, resulting in boardroom case will win the day, but many
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Karl having set out the challenges
Where the value comes from
facing the CMO, Ruth then How to deal with emotional
Karl pointed out that a business considered how to deal with them. resistance
generates value through the strength +HU ÀUVW SRLQW ZDV WKDW PDUNHWHUV In Ruth’s view, it is important to
of its brand (which attracts and often struggle in the boardroom. recognise when the situation is likely
retains customers) and the extent to There is a common view in many to be emotional, and to conduct a
which it is able to drive innovation to boardrooms that was summed up by IDFW ÀQGLQJ PHHWLQJ ZLWK HDFK
create new products and services David Packard: “Marketing is too relevant senior person early on, with
which are attractive to its customers, important to be left to marketing the aim of understanding their view
thereby strengthening its brand still people”. and issues, and, if needed,
further. In other words, the customer Board games – who’s right and who’s identifying a win/win solution that will
experience is what drives value. wrong work. The second meeting is often
The dangers of complacency Ruth saw the cause of this problem in more rational once the emotion of
Nevertheless, many CEOs do not see the different mindsets of senior WKH ÀUVW LV H[KDXVWHG ,I WKLV IDLOV
the problem. Bain Consulting managers and marketers. Neither escalation may solve the problem.
produced a survey which side talks the other’s language. Sometimes, however it is necessary
demonstrated that, while 80% of Senior management is charged with to recognise that the timing is just not
CEOs believe their customer managing the company successfully right, retreat gracefully and continue
experience is superior, only 8% of and thus relies on an analytical focus to gather data while awaiting a new
their customers agree with them. The and sees the need to manage risk as opportunity to put the case forward.
CMO needs to be aware of this issue a priority, with a short to medium You can read full notes on Karl’s and
and make the CEO aware of it too. term mindset. Marketors focus on Ruth’s presentation in my Master’s
However, part of the problem is that creativity, with a readiness to take Blog Four, which is available on the
many marketers share in their CEO’s risks to reap rewards and have a Marketors’ website at http://
complacency. They focus on out of medium to long term mindset. Both marketors.org in the News Section.

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