发现CMO必须具备的技能（英）

DISCOVER THE MUST-HAVE SKILLS AND CAPABILITIES CMOS NEED TO BECOME BOARD-READYFOREWORD BYIN PARTNERSHIP WITH$2 | BUILDING THE BOARD-READY CMOCONTENTSFOREWORD BY WARC 3INTRODUCTION 4OPENING PANDORA’S BOX 5WHAT DOES THE BOARD REALLY THINK OF CMOS? 7BUILDING THE BOARD-READY CMO IN B2B 8HOW DO B2B CMOS MEASURE UP? 9BUILDING THE BOARD-READY CMO IN B2B 10KEY AREAS OF STRENGTH 11KEY AREAS FOR DEVELOPMENT 14WHICH CMO ARCHETYPE ARE YOU? 18CONCLUDING REMARKS 20METHODOLOGY AND SPECIAL MENTIONS 21ABOUT TRANSMISSION AND NEWTONX 223 | BUILDING THE BOARD-READY CMOFOREWORD BY WARCTHE KEY TO MARKETING IN THE BOARDROOM? ACTUAL MARKETINGMarketers on the board – it’s an evergreen topic in our industry. And this fascinating research is important in helping marketers identify how to take the next step in their career.For me, the important contribution this research makes is to identify the nature of marketing as an issue as well as an opportunity.The opportunity is with what you might call a ‘purist’, or even a ‘traditional’, definition of marketing — clear understanding of the 4Ps, with a customer obsession and an ability to lead a growth agenda. That alignment of marketing with growth, with the customer, and with the broader business, should on paper be the perfect launchpad for boardroom representation. But there’s a different version of marketing that is far less flattering — overly focused on one part of the brief (communications), and as a result not connected enough to the day-to-day running of the business. Tenures are short, and in these cases the CEO feels the need to take on the role of ‘voice of the customer.’Both versions of marketing exist — and, arguably, in B2B the contrast is even more stark than in B2C. But as the industry goes through a fresh round of upheaval, it’s the former version we need to champion if the discipline is to prosper. At WARC, we’ve been helping marketers make an evidence-backed case for their work for decades. And over the past year, we’ve been looking at internal culture as a crucial element in marketing effectiveness. What has become clear is that no amount of knowledge of effectiveness principles is going to help if the CFO simply doesn’t trust the marketing team. Gaining alignment, and building a team that can speak the language of finance is crucial. In other words, win hearts and minds internally, to ensure you can do it externally.The research from Transmission confirms that some of the biggest areas of weakness in B2B marketing organizations are those that involve building bridges with other parts of the business: the need for a ‘T-shaped’ skillset; building a personal network beyond marketing; and ‘GTM connectivity’. It’s striking how many marketers h