SMPL Q&A: 3 questions on the evolving role of the CMO

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SMPL Q&A is a blog feature in which we interview experts on all things relevant to branding, design and simplicity. In this Q&A we speak with Global CMO and Head of Business Development, Margaret Molloy, about the evolving role of the CMO. 

 

In what ways would you say the role of the CMO has changed the most in the past few years?

The role of the modern CMO is to take a strategic view of the business and operationalize it in a way that is actionable by all employees and drives performance. Today the role is about creating movements, rather than monuments—reimagining brand experiences in a dynamic way that inspires customer demand and loyalty.

Today’s CMOs must also be culture carriers, engaging all employees across their organization, even team members who may not work directly in their particular department. A successful CMO inspires brand loyalty on the part of customers, employees, and all constituents.

 

What are skills today’s CMOs must have that may not have been necessary to the role before?

CMOs must be simplifiers. At the end of the day, CMOs should make it simpler for all customers and colleagues to flourish. As one of your company’s top ambassadors, I feel that it’s crucial to build a public profile, as well as external networks, especially among clients.

 

What, as a CMO, are some of the things that keep you up at night?

Striking the right balance between near-term demand generation and long-term value creation is critical. CMOs must be mindful to not put too much emphasis on generating demand for a product, rather than driving usage for the product or service in question. It’s about putting in the right proportions of efforts into acquisition campaigns versus usage programs. Ultimately, it’s the consumers or clients that use our products or services in their lives that drive loyalty and advocacy.

 

 

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