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CEOs can add a lot to a customer-facing discussion, but only if they take the time to participate.
Foster the right connection between the CMO's efforts and those of other parts of the organization.
This connection is critical to bringing together marketing, public relations and corporate affairs. It is also important when CMOs are asked to spearhead major corporate initiatives on strategy and business models.
Without the proper bridges between the CMO and business unit heads, the latter tend to view such projects as corporate staff efforts. They therefore delegate participation in them to lower-ranking employees.
Ensure effective rotation of senior marketers into line roles (and have future GMs spend time in marketing).
It can help break down barriers and infuse a marketing orientation throughout the company.
Be a partner to the CMO.
A wealth of change skills, specialist development, and geographic decentralization will be needed to create the marketing organization of the future.
Even a CEO who lacks marketing experience usually has more experience with this type of organizational development effort than the CMO. This makes him an extremely valuable advisor.
Conclusion
It is important to note that few senior executive positions will be subject to as many changes in the coming years as that of the Chief Marketing Officer, or CMO.
Many CEOs and boards may think that the emergence of new media, the growing number of sales and service touchpoints, and the fragmentation of customer segments are already fully managed by their senior marketers.
But as the forces of marketing proliferation strengthen, what is really required is an expansion of the CMO's role.