the ana cmo play book talent...

The ANA CMO Talent Challenge

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www.anamasterscircle.com // #TalentFWD

http://www.anamasterscircle.com

hat an amazing time for our industry. The promise of advertising and marketing making a positive impact around the world is now a reality. But as our industry transforms, we must remain grounded in our core objective: driving growth and business performance.

Our industry faces significant challenges that no one marketer or company can solve alone. It’s critical that chief marketing officers act together as a community to unify agendas and create a powerful leadership force to transform the industry. That force is the ANA Masters Circle, and our starting point is talent — the very fuel that powers the marketing growth engine.

This CMO Talent Playbook is a major step forward in our effort to help CMOs drive growth. It includes robust insights and actions CMOs can take to develop outstanding talent and improve business outcomes. Collectively, the examples within this playbook create a modern-day roadmap to help advance both individual CMOs and the industry’s leadership agenda.

We trust you will find the peer examples and insights helpful. And as we continue our trans-formational journey, we invite you to contribute whatever you feel would help other CMOs drive growth through talent development.

FOREWORD

W

BoB LiodiceCHIEF EXECUTIVE OFFICERASSOCIATION OF NATIONAL ADVERTISERS

PLAY BOOK

GENDER EQUALITY#6

BRAND PURPOSE#5

INCLUSIVENESS AND MULTICULTURAL MARKETING

#7

PURPOSEFUL MARKETING

#8 STREAMLINING THE DIGITAL MEDIA SUPPLY CHAIN

MEDIA EXCELLENCE

TRANSPARENCY#9#10 AD FRAUD AND BRAND SAFETY

ADVOCACY#11

ADVOCACY AND PUBLIC POLICY

Taking Our Industry BackCMO MASTERS CIRCLE AGENDA

READ MORE

BRAND AND CREATIVE EXCELLENCE

MARKETING ORGANIZATION MANAGEMENT

#1

#3

#2 TALENT

MARKETING EXCELLENCE

MEASUREMENT, ANALYTICS, & ACCOUNTABILITY#4

ANA CENTER FOR INNOVATION

THE FUTURE OF ADVERTISING AND MARKETING

#12


http://www.anamasterscircle.comhttp://www.anamasterscircle.com

INTRODUCTION

INSPIRE AND CONNECT CULTURES

04

14

05 ALIGN YOUR LEADERSHIP TEAMS

GEAR UP FOR TRAINING32

TRANSFORM FOR INNOVATION23

Marc PritchardCHAIRMAN OF THE BOARD, ANA

CHIEF BRAND OFFICER, PROCTER & GAMBLE

deBorah WahLVICE-CHAIR, ANAFORMER CMO, MCDONALD’S

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OUR ADVISORS

Linda BoffCHIEF MARKETING OFFICERGE

aLicia encisoCHIEF MARKETING OFFICERNESTLÉ

Jon iWataCHIEF BRAND OFFICER

IBM

Jeff JonesPRESIDENT & CEOH&R BLOCK

Kristin LeMKauCHIEF MARKETING OFFICERJP MORGAN CHASE & CO.

raJa raJaMannarCHIEF MARKETING OFFICER

MASTERCARD

GreG WeLchSENIOR PARTNERSPENCER STUART

Jenny rooneyEDITORFORBES CMO NETWORK

nadine dietz AUTHOR ANA PLAYBOOK

As an industry, it’s important that we think differently about how we are developing our teams and talent because the landscape has changed and continues to evolve in real time. Marketing requires all kinds of skills — digital, data, mathematics, technology, and creativity. It’s on our shoulders as leaders to ensure we are providing the right opportunities for our teams to flourish.

This translates into how we approach training, how we recruit, and how we represent marketing to students who also need a blueprint and understanding of what marketing is today. I fully accept the challenge. One of my core priorities is talent development within our company. It’s important that the entire industry gets involved to develop the next generation of marketing talent.

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“ When I first started in marketing, it was all about the brand, the creativity, the big moments. Today, marketing is much more financially focused on short-term results, which drive the need for both left- and right-brained individuals to jointly deliver a holistic vision. The industry changed by creating more functions and silos, but now we are all accountable for having a solid understanding of all the pieces and how they come together to deliver the growth objectives of the company.

Talent development can’t be linear anymore. It’s imperative we create robust and dynamic training plans for each member of our team, including ourselves, with both mentoring and reverse-mentoring in place to take full advantage of our collective potential. This will enable our focus in driving growth and unleash the innovation to drive our industries.



ANA CMO TALENT CHALLENGE4

INTRODUCTIONDEVELOPING AND INSPIRING YOUR TEAM TO GREATNESS

Y ou are a CMO. As such, you wear or share multiple hats: chief brand officer, chief customer officer, chief people officer, chief culture officer, chief growth officer, chief digital officer, chief content officer... the list goes on. In some companies, these roles technically belong to other individuals or are hierarchized, but every CMO needs to be vested in all of them to achieve maximum results and deliver against the expectations of his/her board, CEO, and C-suite. Let’s face it, marketing is one of the most misunderstood functions in the C-suite. It’s in a constant state of flux because of how rapidly it changes. With customers moving fast and technology moving faster (there are now more than 5,000 marketing technology solutions), it is critical for CMOs to adopt an agile mindset and inspire their teams to be innovative, risk-takers, authentic, inclusive, and athletic because, often, needed functions have yet to be designed. Gone are the days of traditional skill development or linear career paths. Fading are the days of siloed functions and “that’s not my job” mentality. Glowing is the opportunity today to think differently about talent and fuel the pipeline for tomorrow.

Developing and inspiring your team to greatness is one of the most important things you can do as a leader to achieve your business objectives. Being their champion, providing them with the essential skills to help them succeed, and intricately connecting the dots between your varying stakeholder cultures (C-suite, managers, employees, and customers) is a specialized art form that comes from consistent leadership practice, acute awareness, and self-development. This playbook isn’t another tome on theoretical leadership; it’s a collection of real-world plays from exemplary leaders who are passionately dedicated to talent development, team alignment, and fostering great environments for driving business growth. To help you on your mission, we’ve organized 28 case studies into four chapters: • Align Leadership Teams • Inspire and Connect Cultures • Transform for Innovation • Gear Up for Training None of these topics is mutually exclusive and often go hand-in-hand. We encourage you to read it cover to cover to help you refine and optimize your formula for success.

“In the end, it all comes down to people and values.

— Klaus Schwab, Founder and Executive Chairman The World Economic Forum

We need to shape a future that works for all

of us by putting people first and empowering

them. In its most pessimistic, dehumanized

form, the Fourth Industrial Revolution may

indeed have the potential to “robotize”

humanity and thus to deprive us of our heart

and soul. But as a complement to the best

parts of human nature — creativity, empathy,

stewardship — it can also lift humanity into a

new collective and moral consciousness based

on a shared sense of destiny. It is incumbent on

us all to make sure the latter prevails.”

ARTICLES TO READ

A call for responsive and responsible leadership

The Fourth Industrial Revolution: what it means, how to respond


http://chiefmartec.com/2017/05/marketing-techniology-landscape-supergraphic-2017/http://chiefmartec.com/2017/05/marketing-techniology-landscape-supergraphic-2017/http://chiefmartec.com/2017/05/marketing-techniology-landscape-supergraphic-2017/https://slapcompany.com/https://slapcompany.com/https://www.weforum.org/agenda/2017/01/a-call-for-responsive-and-responsible-leadershiphttps://www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-means-and-how-to-respond/http://www.anamasterscircle.com


Align Your Leadership Teams

Building Enduring Internal

Relationships

Greg WelchSENIOR PARTNER

SPENCER STUARTREAD MORE

Raja RajamannarCHIEF MARKETING & COMMUNICATIONS OFFICER

MASTERCARD

The Businessof Marketing

READ MORE

Diego ScottiCHIEF MARKETING & COMMUNICATIONS OFFICER

VERIZON

Building thePlane While

Flying It READ MORE

Kristin LemkauCHIEF MARKETING OFFICER

JPMORGAN CHASE

OrganizationalRevolution

READ MORE

Lynne BiggarEVP, CHIEF MARKETING & COMMUNICATIONS OFFICER

VISA

Aligning Leadership

Team READ MORE

Seth FarbmanCHIEF MARKETING OFFICER

SPOTIFY

Coaching a Winning Team

READ MORE

Antonio LucioCHIEF MARKETING & COMMUNICATIONS OFFICER

HP INC.

BrandExperience Starts

On the Inside READ MOREAlignment across your leadership teams, whether up, across, or down, is critical for establishing the credibility of the marketing team and setting it up for success. It opens the door for innovation, securing investment and support with trust born from transparency. It deepens relationships to enable true collaboration. And it helps to maintain focus through short- and long-term demands.

In this chapter, you will hear from seven leaders who are driving alignment with their C-suites, with their direct reports, and for the entire company. All of them bring their unique story, but they are aligned in the following responsibilities of a CMO:

• Learn financial and technological language to translate marketing into terms that your CEO, C-suite, and board can understand, underscoring how marketing is driving growth for the company, earning credibility for the entire marketing team and continued investment.

• Clearly establish a shared vision, mission, and brand purpose for the entire company to ensure there is a true north, with the ability to better prioritize activities to stay on course.

• Establish frameworks or measurement tools to provide clarity on the expected outcomes. Whether data-driven or emotion-driven, it is crucial to measure every activity, which should align to the vision, to help your team(s) build their knowledge and skills.

• Challenge each other down to the next layer deep to be sure your teams are aligned. Quick pulse-check questions:

◊ Do your peers really believe marketing is driving growth for the company?◊ Are you really speaking the same language? Just because you are using the same words, do you have

a mutual understanding?◊ Are your teams really working well together or simply working within their functional silos?◊ Do your teams have the support they need to deliver on expectations? For example: technical skills,

team-building skills, collaboration skills, leadership development, a diverse and inclusive environment?• As the leader, be the first to raise your hand and acknowledge you don’t know it all and are receptive

to input. Reach out to your peers, like your CFO or CTO, to establish cross-functional working teams and co-create the mutual goals. Ask for their help in providing the right training to your team so you can better work together. Leverage professional coaches to help develop your leadership team and bring alignment. Bring in industry experts to share perspective from outside your organization.

ANA CMO TALENT CHALLENGE6 www.anamasterscircle.com // #TalentFWD

PLAYER: RAJA RAJAMANNAR CHIEF MARKETING & COMMUNICATIONS OFFICER

TEAM: MASTERCARD

RETURN TO TOPIC

CHALLENGE

Getting the marketing and finance teams together to review projects and campaigns can feel like you’ve entered a foreign country and cannot communicate. This was a real challenge that led to a lack of confidence in our marketing efforts. When the CFO would ask direct questions, the answers were indirect and/or stalled. Demonstrating financial acumen and being able to prove how marketing supports business objectives is critical to a successful relationship and, quite frankly, the ability to garner additional resources.

It wasn’t that the effort wasn’t in the right place, but the metrics and practice of quantifying efforts needed to be fleshed out so it mapped directly with the business objectives of the overall company and could be communicated in a timely manner. We needed to align on the right process and right metrics for consistent measurement and reporting.

Simply put, it was critical to articulate the impact of our marketing platforms and campaigns through common C-suite metrics including revenue, volume, ROI, value and efficiency, and asset monetization.

PLAY

As data and technology have become more accessible and integral parts of marketing, we now have the ability to create real-time dashboards and measurement tools to better track our overall efforts. And just as we had addressed the need to partner closer with IT, where we created an IT team within marketing, we created a marketing finance team dedicated to accounting, measurement, dashboards, and audits.

This was a collaborative effort with our CFO, who co-designed the team, co-trained the team, and contributed some of her team members to kickstart the initiative.

Today, the global marketing finance team jointly reports into me and to our CFO. They are trusted partners and integral to the success of our team and efforts. This structure extends to our regions, where we have dedicated folks in-market that partner with the global marketing finance team.

With finance and marketing working together as partners, I’m able to ensure the efficacy of our financials and that things don’t get lost in translation. The language that we’re speaking is undoubtedly marketing, but our marketing finance team helps provide credibility and financial rigor.

LESSONS

• Don’t just assume you speak the same language because you use common words.

• Really dig in deep to understand how finance looks at the world and uses key metrics.

• Don’t avoid the problem or hide behind jargon nobody cares about. Address it head-on and collaborate with your C-suite to ensure marketing is credibly demonstrating their contribution.

• When the CFO asks, “Why should I give you one million dollars?”: Be brief. Be bright. Be gone.

The Business of Marketing

IMPACT

Right off the bat we found significant efficiencies through vendor pricing and platform consolidation. Marketing is fully transparent and aligned with the overall business objectives, so every time we’re at the table discussing performance, we don’t have to waste time defending our metrics or process. We have a holistic performance-based conversation on both efficiencies and effectiveness.

We have clear and aligned KPIs that finance embraces and, importantly, they understand and acknowledge the contribution of marketing. Marketing finance understands our objectives and can translate our results in the language that resonates with the business. All of our planning and budgeting is done side by side with this team.

As new and innovative ways come to market, we work closely with marketing finance to quantify impact to the business and continue to partner closely with our CFO to ensure we stay aligned and have an active and engaged relationship. This ensures that we’re taking thoughtful, measured risks, and creating the right structure behind a test-and-learn mindset to capitalize on new platforms with good return.

http://www.anamasterscircle.comhttps://www.lynda.com/articles/business-writing-brief-bright-gone


RETURN TO TOPIC

CHALLENGEOften when people hear the words “Brand Experience” they think “Customer Experience.” Although the sum of all customer experiences is part of the brand experience equation, real power in creative experiences starts with the employee experience. Employees are the ones to uphold the brand promise. Today, our employee sentiment scores are higher than at any time in the company’s history. On average, our quarterly employee sentiment scores based on All Company Meetings (around 50,000 employees) are more than 96 percent positive in Belief in Leadership, Understanding of Strategy, and Excitement for the Future.

When I first took on the role of chief marketing and communications officer for HP Inc., my charter was to steer a brand that would stand the test of time. I knew that the first thing to do was to anchor the HP brand in a vision, a mission, and a brand promise that resonated both inside and outside of the company.

To get to the current HP brand promise, “Keep Reinventing,” I met regularly with my CEO and C-suite to ensure that everyone was aligned with combining short-term and long-term visions — one does not exist without the other, and real success is measured over time. This may sound like common sense, but the reality of quarterly pressures for many CMOs forces them to turn their eyes away from long-term gains such as brand loyalty and retention.

With C-suite alignment, our reinvention work was guided by five key principles:1. Be deeply anchored in purpose.2. Play a meaningful role in people’s lives.3. Be built on a very strong emotional connection.4. Behave with integrity.5. Constantly innovate and reinvent yourself to deliver purpose.

PLAYBalancing the company’s 76-year-old heritage, I asked my C-suite and 10,000 employees “What do you want to keep, leave behind, and be remembered by?” Out of those responses, a vision emerged: “To create technology that makes life better for everyone, everywhere.”

From vision comes mission. Three strategic questions bridged these two elements for HP:1. Do we want to be an engineering company or

a sales-centric company?2. Are we a product company or will the new world

require experiences “from transactional to contractual”?

3. How do we ensure that our products, services, and marketing will be truly amazing for our customers?

The answers to those questions produced the mission statement: “Engineer Experiences that Amaze.”

We tested the vision and mission statements with all HP employees and received significant approval from around the world.

When company and customer truth converge, a brand promise is born. After thorough research at a global scale, the results showed that HP was a trustworthy brand but not always relevant or emotionally linked to the customer base. With more than 60 percent of revenue coming from older millennial IT users, it was critical to understand how to really engage with them on an emotional level. Leveraging new analytics and behavioral science, HP uncovered that the most digitally savvy generation was constantly “reinventing” every aspect of their lives. And technology was a key component. This key emotional connection of “Reinventing” became the Brand Promise of “Keep Reinventing.”

LESSONS• The CMO has to be a business person first and

a marketing artisan second. The CMO must drive revenue and provide real and tangible ROI. If not, you run the risk of losing a seat at the business decision-making table.

• If you are not personally and emotionally engaged in your own transformational efforts, success is unlikely.

• Emotional connection is not an exercise, it is a critical enabler and truth test for maintaining your brand promise. HP is united to “Keep Reinventing” alongside our customers.

• Good brands sit at the intersection of company and customer truth.

• Build brands that can stand the test of time.

• Today, the CMO needs to understand the digital landscape. Every CMO needs to lead their organization through the implications of digital media transformation and what it means for content creation, distribution and measurement.

IMPACTTo deliver on the HP brand promise, I instituted a set of guardrails called E=I2DEA to coach my team beyond traditional role descriptions. Translated this is: Emotional Connection = Insight + Innovation + Digital Engagement + Experiences + Accountability.

E=I2DEA is the HP standard that every idea, product, or service must meet. It is not just a measurement tool, but a work style that everyone on my team leverages with every idea. It helps us stay true to the emotional connections we earn, develop, and guard within our leadership team as well as with our employees and customers.

As a result of this approach, our Personal Systems and Print brand scores are on a steady rise, specifically in Category Leadership based on Brand Monitor. In just the last quarter (FY17 Q1–Q2), Print is up six points and PC is up three points.

For details, please visit ANA Resource Library.

Brand Experience Starts on the Inside

PLAYER: ANTONIO LUCIO CHIEF MARKETING & COMMUNICATIONS OFFICER

TEAM: HP INC.



RETURN TO TOPIC

CHALLENGEYou’ve just been named CMO. What are you going to do first?

I was asked to become CMO of JPMorgan Chase early in 2014. I was ecstatic, and then quickly overwhelmed. What do I do first? I got lots of great advice, but the best was to start with the basics. Play an inside game first. Don’t accept all the swanky invitations you get to attend conferences in Laguna and red-carpet parties until you’ve gotten your own house in order.

At the time, our marketing was highly fragmented. We had six lines of business within Chase and only two had CMOs. Chase used more than 100 different agencies and had a separate digital agency and traditional agency. We were still spending millions on direct mail, and our models said it was working. We were investing in digital, but we had a separate digital marketing group centralized in “corporate,” not in the business, that wasn’t driving business outcomes.

PLAYWe started with something as unsexy as org design. How do you organize a team to set it up for success in a world where the velocity of change is unlike anything we have seen? A well-designed organization with the right leadership team can give you scale to focus on your critical priorities instead of being stuck putting out fires and managing your inbox.

JPMorgan Chase is a big, complex, matrixed company with three brands and multiple business lines. There are many ways we could organize, and none is “right.” There is no perfect way. Org design is an artificial thing. If people are aligned around a common brand purpose and are clear on their business outcomes, it shouldn’t matter who they report to. But in a large company, it just does. People need a leader to set priorities and hold you accountable.

• We formed centers of excellence in areas where our scale is an advantage and consistent practices are critical. Those included marketing analytics and data science, brand and advertising, communications, sports and entertainment, and digital platforms.

• We hired CMOs accountable for marketing across six Chase businesses and four J.P. Morgan businesses. Each CMO reports to his or her CEO, not me.

• Marketing is not a staff function. It has revenue accountability and must have a full seat at the table, not the “support group.”

• We disbanded the “Digital Marketing Group” and each business hired digital native marketers.

• We culled our list of creative agency partners from over 100 down to five or six. We hired Droga5, an idea-led, digital native agency, as our primary agency. We also consolidated our internal creative teams into one awesome Chase agency called “Inner Circle.” Inner Circle not only saves the company $20 million per year, but they improve the quality of our creative and are able to produce the higher volumes required for a personalized world.

• We made the social media team a joint venture between communications and brand — earned, paid, owned, and shared should be viewed together.

• We shifted the focus of our digital storefront, chase.com, to a customer-centric marketing approach, not just allocations to individual products.

• We made our content team a “newsroom” who can write and produce content internally, not just hire media partners. We also narrowed down the media partners we work with to a few breakthrough thinkers.

• We developed a central marketing tech stack and hired a marketing CTO. I made Chase’s CTO my best friend.

• We established quarterly reviews with Facebook, Google, Twitter, Pinterest, and Snapchat, and developed scorecards for each.

It’s been an amazing, hairy, exhilarating, sometimes painful and humbling few years in this role. If I had to consolidate my many lessons learned for you, it would be these:

• Be clear about what business outcomes you are driving in the transition to digital.

• You can be both digital and physical; respect your legacy business as you try to reinvent it.

• Don’t just spend more; that’s why CMOs get fired. Only sign up for budget if you can deliver revenue for it.

• Speed to execution is more important than perfection.• Backward-looking measurements don’t work for building

future business cases.

• When you feel resistance, teach. Don’t storm off because someone isn’t in love with your cool idea or doesn’t “get it.” That’s your fault. Help them get it.

• Get the right measures. Click-through rate isn’t a business outcome. It leads you to buy more display and pre-roll, which consumers hate, no matter how good you convince yourself that the creative is. Focus on the measure that will drive revenue or customer satisfaction.

• Show your scars. As a leader, do not pretend you are the almighty and powerful. You’re not. Lots of people under you know more than you do. Let people know that you don’t know, or that you’ve screwed up, or that your kids ate Pop-Tarts for dinner and you don’t have it all.

• Remember: As a leader, it’s more important to be respected than loved. People need tough feedback to get better. You’re not there to be liked.

• People, people, people. Hire talented people who are great human beings. Hire people who have the right balance between collaboration and speed to execution. Everyone thinks it’s about “getting the right people on the bus,” but as my friend Adam Grant tells me, it’s more important to get the wrong people off the bus.

IMPACTThere were lots of other changes we made… I would need a whole book to go through each. But these all seemed like the right moves — for now, anyway. Because there is no one right way, we constantly guard against silos and turf. And I worry fiercely that the tyranny of the urgent will prevent us from being truly strategic and getting the right long-term things done. To prevent that, we have a few systems in place as check points.

• Festivus meetings: For big, thorny, cross-business changes, we periodically get together and have meetings where everyone needs to air their grievances, Seinfeld-style. No one is allowed to come to me after the meeting with a comment they didn’t make in the room.

• Two-pizza teams: We took a page from Amazon on developing cross-business, cross-functional teams which must solve a business problem. The rules are they have to be fully dedicated, not dabbling, and the team must be able to be fed by two pizzas or less. The bigger the work team, the bigger the compromises.

• Honesty sessions: The quarterly reviews with my direct reports are not called business reviews; they’re called Honesty Sessions. People should celebrate the work they do and take credit for it, but I’m much more interested in where we are failing or going too slow than success theatre.

Results to Date:• Brand health and reputation scores at all-time highs• Relationships with 61 million U.S. consumer households,

roughly half of all households in the country• 28.4 million 90-day active mobile users (up 14 percent year

over year), more than our direct competitors in number and growth rate

• 2Q17 was the company’s best quarter in history

Organizational RevolutionPLAYER: KRISTIN LEMKAU CHIEF MARKETING OFFICER

TEAM: JPMORGAN CHASE

LESSONS



RETURN TO TOPIC

CHALLENGE

As a new marketing team, it was imperative to ensure I brought together not just the best functional expertise but the best functioning team. I was starting to see a dysfunctional lack of trust within my leadership team and the sense that if they just focused on what they were responsible for, they’d be fine.

That never works. Innovation doesn’t come from executing a plan; it comes from discourse, challenging each other, and connecting at the center of culture. I couldn’t just structure that as someone’s job. I needed to encourage them to not just develop leadership skills but embody leadership as a way to guide an entire organization around a shared vision.

PLAY

I’ve had a professional coach throughout my whole career. This has helped to pull me out of what I think I know and challenge my belief system. I use coaching regularly to help stay grounded in my vision and to be a better leader to those on my team. To be a great leader is to develop hope, optimism, and safety within a group.

About five months ago, I started thinking that maybe instead of everyone getting their own coach, perhaps we should all use the same coach, to help us individually and as a team. I wasn’t sure if that would be a good idea or not, so I first asked my coach what he thought. Although it could be a bit tricky, he figured, why not?

I offered my coach to the team and everyone accepted. The premise was to help, to determine what could be better, and what else do we need to bring into this team. In particular, I challenge my team with speed and agility, which relies on mutual trust — and that doesn’t just happen on its own. You have to really understand each other’s belief systems enough to feel like they have your back. And to do that, you have to get vulnerable.

The American style of leadership is very much about making the call. Truth and vulnerability is a much more powerful form of leadership. It says, “I really don’t know, so let’s think that through together.” It gives others the opportunity to step in and help overcome the challenge.

LESSONS

• Embrace service to the team and measure ourselves by our success.

• Trust the people who work for us, or address the reason why we don’t.

• Don’t settle. Working for Spotify is a marketer’s dream. Don’t waste the opportunity to do the best work of our lives.

IMPACT

In June, we did our first offsite. I took 45 people to a remote location on the Pacific Coast — out of their time and comfort zones where the only thing constant was their teammates. This was certainly a positively disruptive situation. With the help of our new mutual coach, we unraveled a number of challenges and found humor in our weaknesses without judgment. We determined we were a diverse and unusual team without a clear roadmap and that was okay.

We talked about culture with a focus on behavior and actions. Spotify needs to be reflective of our customer culture: connected, authentic, and unafraid.

We talked about scale and the need to leverage the tools we have and trust in each other, starting with being fully transparent with each other and across the full team. Our first action was to commit to monthly town halls where everyone shares what they are doing and anyone can ask questions. The leadership team is committed to answering every question within 48 hours.

Coaching a Winning Team PLAYER: SETH FARBMAN CHIEF MARKETING OFFICER

TEAM: SPOTIFY



CHALLENGEVisa is one of the most well-known brands in the world, and while I was stepping into a high-performing team, there was room to create a truly best-in-class data-driven marketing organization reflective of the amazing Visa brand. There was a need to have clearer benchmarks and more consistent ways to measure success to routinely demonstrate the impact of the marketing organization and create unity across the team.

The contribution of marketing and communications to Visa’s business objectives is substantial, but without a way to consistently measure that impact in a meaningful way to my C-suite peers and our board, the impact is lost. As Visa continues to grow in new ways, as we listen and respond to our consumers’ needs, it is critical to have an ongoing dialogue around the impact of initiatives to maintain support and create alignment around future initiatives.

The marketing leadership teams across the globe also need a way to unify their efforts. Without a common “language” to help us identify and prioritize initiatives, it is impossible to work together as a cohesive team.

PLAYI initiated a set of activities along with my leadership team to provide clarity, focus, and rigor to the “why” and “how” of every marketing initiative. The objectives were to establish clearer benchmarks and more consistent ways to measure success so the organization could articulate how marketing is driving Visa’s business objectives going forward — centered on being data-led and outcome-oriented.

After better understanding the scope of the team within Visa along with their strengths and opportunities, I established five key focus areas that are consistently communicated within the team and to key internal partner groups. These five areas are instrumental in coming up with annual goals, setting priorities, and aligning resources to ensure clarity of purpose and the ability to maximize outcomes. They also enable the team to clearly articulate how marketing is driving Visa’s business objectives, whether globally, regionally, or market by market.

We created a dashboard for the entire global function which clearly outlines the KPIs for each priority global and regional initiative (actively measuring 10 major countries), including business outcomes such as transaction volume or merchant acceptance. For example, during global activations, we’re able to get and share real-time updates by market and make live adjustments. This dashboard is shared monthly with Visa executives both to provide visibility of our results and to reinforce accountability within the marketing and communications team.

However, this new approach is as much about the tools used as it is about the ongoing conversations within the team. That is when the team identifies progress and closer alignment with business objectives and one another. The team is starting to think in a different way, and everyone is on a journey that is about continuously analyzing and revising based on the outcomes we want to drive, how those outcomes are achieved, and what was learned.

Success of this new framework rests on creating cultural change within the organization to adapt to this new mindset. To start this process, it was important to me that this new approach be modeled from the top down to instill the discipline of being outcome-focused throughout the organization. This began with marketing leaders embracing this new way of thinking for their teams and weaving an outcome and data-driven approach into their DNA. It included a new leadership training course for employees and global measurement dashboards, with others still to come. We have made substantial progress in the last year; however, like all things, this is a journey, and there is much more to accomplish.

These trainings and dashboards, combined with regular leadership and global meetings, are creating a common language for us to assess our work. Everyone is now being assessed by the same set of standards and goals, making it easier to understand our achievements and opportunities.

LESSONSMy leadership team and I are reorienting the mindset of a large, global, and diverse team, and the main challenge is how to effect this change across the organization. As part of this process, the leadership team is creating a clearly articulated plan for implementing the new framework to make sure the function as a whole internalizes the context and meaning behind it. I am a big believer that the how is as important as the what in enabling Visa to achieve its goals for our customers, shareholders, and employees. I have been fortunate to have worked for companies that emphasize the power of leadership, and I have benefited from that. We have a huge opportunity at Visa to do the same. We are proud of our workforce and hire people who are passionate about the work they do. I am energized from the great ideas of others and those who put the outcomes of the team (and Visa) ahead of their own agenda. I encourage my team to foster a spirit of team collaboration and to work hard to enable collective success. My time thus far at Visa has been an exercise in making sure perfect doesn’t become the enemy of the good, and that it’s more about knowing we’re making progress and moving forward than an end point. This is a large undertaking that requires leadership across all levels around the world to become an outcome-oriented team. In learning about and adopting the new mindset, the team at Visa is already bringing it to life.

IMPACTIn the past year, Visa has activated more than 20 sponsorship events in 13 countries — which included over 1,000 clients in 100 markets — and forged exciting new marketing partnerships with companies, brands, and events (including World Surf League, TripAdvisor, and Formula E) that move our business and our brand forward.

The introduction of a new outcome- and data-driven framework for measuring success has helped create bigger wins and opportunities around the world. This framework helped shape the media strategy for a global sponsorship by applying sophisticated analyses around MROI to optimize results. As is the case with that example, this new framework now ties decision-making to objectives and provides a global standard for holding leaders and teams accountable. This enables progress by more clearly and efficiently identifying marketing’s impact on business objectives.

In the last six months, we rolled out leadership training modules globally for all marketing and communications employees. We are also piloting different leadership programs regionally, to help our team learn more about their own strengths as an individual and how this can move the team and our objectives forward.

Aligning Leadership Team: Creating a Data-Driven Best-in-Class Team

RETURN TO TOPIC

PLAYER: LYNNE BIGGAREVP, CHIEF MARKETING & COMMUNICATIONS OFFICER

TEAM: VISA



RETURN TO TOPIC

CHALLENGEThe transformation from a “need” brand to a “want” brand requires a new structure, which of course has to happen as if we are building the plane while we fly it. That is, not only are we having to build the organization for now, but also for five years ahead. Big challenges include:

• Recognizing that being digital means more than just e-commerce. It means transforming the way we think about the customer experience and what that experience looks like online and offline.

• Finding the right talent who has a broad understanding of the entire customer journey, as well as specialists to help drive innovation with new technology and advance existing functions.

• Being centralized and regional, global and local.• Thinking deeply and broadly about diversity and true

inclusion to fully leverage new and different ideas that better represent our marketplace.

• Inspiring the right culture to maximize growth for all — a culture of collaboration. This is not top-down, but rather starts with employee and customer values and aligns with company vision.

PLAYIn every marketing organization, three factors are critical for success: process, structure and talent.

At Verizon, the first critical element we address is one of the most fundamental: how to resolve conflict around the marketing vision. With so many stakeholders, it’s important to have a process in place to address questions and provide clarity to better unite and focus on growth objectives.

Second, it is essential that communications, both external and internal, are part of the marketing function. How you present your vision to the world is critical for ensuring that the brand intentions are well stated and delivered. This is as important with customers as it is with employees, who represent the brand.

For talent, we made a conscious shift in our training program from focusing on capabilities and competencies to performance and outcomes. If your team doesn’t have a way to understand and measure the impact of their actions within the context of overall business objectives, all bets are off.

When it comes to recruiting new talent to the team, we are as aggressive in attracting the right talent as earning customers. This is where having communications under marketing becomes even more pivotal, as well as aligning across the C-suite to ensure everyone is focused on building the right plane. It requires intense collaboration with HR or whoever is owning the “employee experience” as a whole. It is critical, though, that the CMO step up or in to navigate the right employer brand in line with the brand’s vision and support every aspect of building the right teams.

LESSONSCMOs must have a financial business perspective and speak the language of the Board and the CFO — to build credibility not simply for themselves, but for the whole marketing team.

Having a unifying vision is crucial to set the path of all activities, whether for customers or employees.

There must be a mandate for innovation: Test, learn, try new things, fail fast, move on. And include the right mix of talent to think broadly and deeply.

The need for diversity on teams is critical. Focus should be on:o Recruitmento Retentiono Directiono Developmento Mentoringo Rewarding

IMPACT• We evolved into a highly

integrated unit that included PR, internal communications, and marketing.

• We brought on a chief experience officer and chief creative officer to act as yin and yang as we evaluated all of our efforts.

• We expanded the traditional media function to a more holistic activation function.

• The integrated marketing function brings it all together as part of a cohesive process.

• At the center is a head of insights and analytics for a single version of the truth.

•

•

•

•

Building the Plane While Flying ItPLAYER: DIEGO SCOTTICHIEF MARKETING OFFICER

TEAM: VERIZON



CMO “masters” positively affect their entire enterprises every day through:

• Giving others comfort and optimism for the future. (This is particularly important in volatile markets, as great CMOs provide a calming sense that all will be okay.)

• Continually asking for feedback. They make internal relationship-building a priority by asking their peers (CFO, CHRO, etc.) for feedback about how they are doing, what they are doing, and/or how they might do better.

• Being truly committed to investing in training for their direct teams and ensuring that their people feel supported, enriched, and engaged. They also invest in self-improvement with ongoing coaching.

• Engaging with key members of the board and seeking counsel while freely offering a point of view.

• Focusing on the greater results of the company versus just their marketing teams’ success. This drives engagement with their peers.

• Positioning themselves as “truth tellers” to their CEOs beyond just marketing-oriented topics, securing their spot as trusted advisors.

All of these things contribute to the overall health and future growth of the company. Focus on building your relationship with the CEO and the entire C-suite to ensure alignment; if your peers have your back, you’ll be in a much better position. Rising stars want to work for master CMOs, so don’t forget to develop your leadership team, as they will help you succeed. Your team will appreciate the opportunity to expand their view into other functions, and it will drive closer alignment across the company.

RETURN TO TOPIC

CHALLENGEWith CMO tenure still hovering around four years and the marketing function in a relative state of flux, it’s both a challenging and exciting time to be a marketing leader. It’s clear that a state of confusion exists around the role of a CMO and what a C-level marketer can and should deliver. It should be no surprise that many of today’s CEOs are frustrated and need help to better understand how to find the right marketing leader for their organization, and more importantly, how to appropriately define expectations for them. I would also offer that other C-suite leaders seem equally unclear on what they should expect from their company’s CMO.

CEOs routinely call me, seeking those rarified “water-walking” marketers who can lead their company to growth and prosperity. Our work requires us not only to find the right leader for the situation, but also to develop a blueprint for organizational alignment, to help set up marketing leaders for success and optimize team effectiveness.

The list of skills desired in a CMO are numerous, and most often include things like:• Craft and then execute the “modern” marketing agenda across

digital, social, and mobile.• Charismatically lead the marketing team and, perhaps more

crucial, rally the entire enterprise behind a thoughtful and innovative marketing plan.

• Assume the role of the internal voice of the customer/consumer, in essence serving as the “consciousness” of the brand.

• Do all of this across a solid bridge of trusted, enduring relationships with C-suite peers.

My role as a leadership advisor is not simply to recruit for a role, but to help define the role based on our view from our exceptional ringside seats to the major C-suites (and boards) around the world. My Spencer Stuart colleagues and I have a duty to advise on what we see working and warn against what we know won’t work. We spend significant time watching and listening in the market, and I have had the wonderful opportunity to observe some of the best marketers.

PLAYAs advisors to CEOs, we have developed sophisticated tools from deep multi-year research to help us analyze which companies (and CMOs) are truly winning in the market. Our dashboards provide microscopes on results, which admittedly narrow the field of those whom we would deem to be extraordinary talent. This is not intended to be critical, but the reality is that standing out in the sea of talented marketers is difficult. And for us, the trick is to first identify the best talent and then be able to entice these rare executives to consider a new opportunity.

Simultaneously, we also advise CMOs on how to further develop their own capabilities (and gravitas) to rise to the top of the star list. Often sitting between the crosshairs of the real struggles that CMOs face on one hand and what their bosses (CEOs) want out of them on the other gives us a unique opportunity and responsibility to assess the capabilities of the best of the best.

So, how do talented marketers in today’s world set themselves up for success over the long haul? I have been in the search game for more than 20 years, and the one thing that hasn’t changed during this time is that very best marketing leaders make themselves invaluable internally. They do this through careful crafting of deep, personal, and trusting relationships with their colleagues within marketing and with their peers who lead other functions. I find that those CMOs who are deeply connected across the enterprise are also able to anticipate issues before they arise — another hallmark of a great leader.

The top CMOs are almost able to “look around corners” and are the first to consider the impact on functions beyond their span of control. CEOs routinely tell us that they appreciate well-rounded CMOs who can see the big picture. One resource you may want to look at is our survival guide for CEOs for their first 100 days, which brings together examples of outstanding CEOs who have successfully navigated new situations. We believe that these ideas on building momentum early are entirely relevant to CMOs, even if they are not new in their roles.

Another way to ensure alignment with your CEO is to work closely with him or her every day to understand the pressures and ask how you can help alleviate the short- and long-term strategic issues. And as you navigate these issues, don’t forget to invest in yourself. Even the best athletes in the world need coaches. Take the time you need to develop and polish your leadership skills, as well as the skills of those who report to you — you are only as good as the team you lead.

LESSONSIMPACTOur approach at Spencer Stuart has propelled us to become the leading search firm in the U.S. in the boardroom, with CEOs as well as CMOs. I have personally placed more than 500 CMOs, and our firm has placed more than 1,200 senior marketing executives in the last three years alone.

Our leadership advisory services help to provide our clients with multiple perspectives on an individual, reducing risk, increasing predictive validity, and providing rich insight. Specifically, we are able to provide a lens of an executive’s past history, future potential, and fit within an organization given the organization’s strategy, culture, and situation. Our ongoing counsel has helped to increase our placements’ impact and durability. And as it relates to the marketing universe, we are partnering closely with the industry to help prepare and then propel our placements into CEO posts.

Through our partnership with the ANA and others, we view ourselves as students of the marketing function and are attempting to help tackle its toughest issues. We firmly believe that we can play an important role by helping to make tools available that will enhance a CMO’s performance through improved coaching and mentoring of their teams. The best CMOs recognize that they cannot do their jobs alone and are eager to share best practices and ideas with others in the industry.

Building Enduring Internal Relationships

PLAYER: GREG WELCHPARTNER

TEAM: SPENCER STUART

http://www.anamasterscircle.comhttps://www.slideshare.net/SpencerStuartInternational/8point-plan-for-the-ceos-first-100-dayshttps://www.slideshare.net/SpencerStuartInternational/8point-plan-for-the-ceos-first-100-dayshttps://www.slideshare.net/SpencerStuartInternational/8point-plan-for-the-ceos-first-100-days

Align Your Leadership Teams LEADERSHIP DEVELOPMENT IS SELF-DEVELOPMENTThe instrument of leadership is the self and mastery of the art of leadership comes from mastery of the self. Becoming an exemplary leader requires you to fully comprehend the deeply held values — the beliefs, standards, ethics, and ideas — that drive you. The most significant contribution leaders make is not to today’s bottom line; it is to the long-term development of people and institutions so they can adapt, change, prosper, and grow.

RESOURCES & TOOLS

The ANA Masters Circle is for CMOs to engage, share, and learn with peers to help lead the industry to new heights. Twelve Industry Initiatives organized by five key areas include: Marketing Excellence, Purposeful Marketing, Media Excellence, Advocacy and Public Policy, and the Future of Advertising and Marketing. Join us today to help take our industry back!

— Jim Kouzes and Barry Posner, The Leadership Challenge

TIPS


Dig in deep to understand how finance looks at the world and common language. When the CFO asks “Why should I give you a million dollars?” you should “Be brief. Be bright. Be gone.”RAJA RAJAMANNAR, CHIEF MARKETING & COMMUNICATIONS OFFICER, MASTERCARD

The CMO has to be a business person first and a marketing artisan second. To steer a brand that will stand the test of time, anchor in a vision, a mission, and a brand promise.ANTONIO LUCIO, CHIEF MARKETING & COMMUNICATIONS OFFICER, HP INC.

It is critical to set purpose for the company as true north. In our case, that affects not just our customers but 2.3 million associates.TONY ROGERS, CHIEF MARKETING OFFICER, WALMART U.S.

Innovation doesn’t come from executing a plan; it comes from discourse, challenging each other, and connecting at the center of culture.SETH FARBMAN, CMO, SPOTIFY

Make sure perfect doesn’t become the enemy of good. It’s about moving forward versus an end point and requires leadership alignment at all levels to become outcome-oriented.LYNNE BIGGAR, CHIEF MARKETING OFFICER, VISA

CMOs must have a financial business perspective and speak the language of the board and the CFO, to build credibility not simply for themselves, but the whole marketing team. DIEGO SCOTTI, EVP & CMO, VERIZON

Be clear about what business outcomes you are driving during transition. Don’t just spend more; that’s why CMOs get fired. Only sign up for budget if you can deliver revenue for it.KRISTIN LEMKAU, CHIEF MARKETING OFFICER, JPMORGAN CHASE

Leadership MattersBecoming a Better LeaderBoardroom Best PracticeExecutive AssessmentExecutive OnboardingSuccession PlanningDeveloping ExcellenceEight-Point Plan for First 100 Days

BOOK FAVORITES

••••••••

EXECUTIVE COACHES

Gina LarkinTim Ressmeyer

ONLINE LEADERSHIP EDUCATION

SharpAlice — Female Leadership Development

••

•


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Jonathan MildenhallCHIEF MARKETING OFFICER

AIRBNBREAD MORE

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Rick GomezCHIEF MARKETING OFFICER

TARGET

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Geraldine CalpinCHIEF MARKETING OFFICER

HILTON WORLDWIDE

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Barbara Martin CoppolaCHIEF MARKETING OFFICER

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Anchoring a Lifestyle Brand with a Mission

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Antonio LucioCHIEF MARKETING & COMMUNICATIONS OFFICER

HP INC.

Reinvent to Tackle Diversity

and Inclusion

Building the World’s Most

Multi-Cultural BrandInspire and Connect

CulturesAs CMO, you have the unique opportunity to shape not only the brand experience on the outside, but more importantly, where the experience starts on the inside. Regardless of how your company is organizationally structured, you own the brand experience and the huge responsibility to unite the cultures you serve to fulfill the brand promise, plus to attract the hottest new talent to your teams.

A brand is formed through a collection of customer and employee experiences, both good and bad. The brand intentions are stated via a clear articulation of vision, mission, and purpose which reflect the values of the company and offer a promise to all those who interact with the brand. The brand itself is not what you say it is, but what your employee and customer cultures think it is.

To influence your brand, you must not only think about the end game with customers, but the employees who deliver the brand promise along the way — and the potential employees you want to attract. The experience inside needs to be fueled by an honest belief in the values of the brand and the company, authenticity, transparency, inclusion, motivation, reward, recognition, and the opportunity for individuals to grow with the brand to maximize the experience on the outside.

In this chapter, you will hear from seven inspirational CMOs who are leading and connecting their brands’ cultures to further their companies’ growth. There are a few common themes to note:• The first and most important step is to take the time to listen to your employees and customers

to better understand what they truly believe and how they feel about your brand.• Next, compare that to your vision, mission, and purpose — if you don’t have those defined,

now’s the time to do so. Sharing those with the entire company sets the “true north” to better align all your stakeholders and creates a map for how to engage everyone at the true epicenter of the brand.

• Regardless of who “owns” internal culture and employer brand, partner religiously with your chief HR officer to ensure the company is delivering its brand purpose with employees, candidates, and customers.

• Live by your brand intentions, applying humanity and empathy to your growth plan.• Recognize your employees are the brand ambassadors, and you are their ambassador. Invest

your time and energy into providing them with all the opportunities to foster their growth and team spirit.

• It is as important to have the right people on the bus as it is to “keep the wrong people off the bus.”


RETURN TO TOPIC

CHALLENGE

Our mission at Airbnb is to create a world where anyone can belong anywhere, and that applies equally to our employees (“Airfam”), hosts, and their guests. We have been on the forefront of embracing inclusion since inception, and with each passing year and further explosive growth, we are exceptionally mindful of including all the cultures we serve.

In just nine years, we have grown from a single apartment in San Francisco to more than 3.5 million homes in 65,000 cities across 191 countries. Because our company mission is centered around “belonging,” it is imperative that we foster an environment of diversity and inclusion both internally and externally with all those who use our platform. Internally, our Airfam represent our values of acceptance, inclusion, kindness, and trust. These are the values we promote through our brand marketing so that those outside the company can understand the values we expect every traveler and host to live by.

If we are to become the world’s first community-driven superbrand, it is vital that the employee experiences, the brand promise, and the host and guest experience are all utterly aligned across all channels, geographies, and cultures.

PLAY

The Airbnb brand experience started literally in the home of our three co-founders when they decided to rent out three air mattresses during a design conference that had created a scarcity of hotel rooms in San Francisco. As young entrepreneurs, they had a vision to provide affordable, comfortable, temporary accommodation for anyone looking for a more local experience, irrelevant of demographics or socio-political preferences.

This accepting, all-inclusive mentality translates into everything we do, both internally and externally. For our Airfam, we provide every opportunity to meet the other members of the Airfam virtually and physically. We launched an intranet to celebrate life and world events that breaks down geographical barriers. We also physically bring everyone in the company together once a year for “OneAirbnb” where we share vision and do strategy, talk about what’s working and what’s not working, learn about each other on a cultural and personal level and, importantly, give back to the community. And yes, every San Francisco employee hosts other members of Airfam in their own homes.

So that we are truly connected with our community of hosts, each member of Airfam gets a travel budget of $500 per quarter to go out and see the world. As they are experiencing new homes, cultures, and people, we encourage story-sharing through the intranet and through exclusive social media channels.

Finally, because belonging is at our core, we launched “Airfinity,” employee resource groups that come together with a common culture and/or passion in mind. We now have 12 of these groups representing lifestyles, life stages, interests, and ethnicities. These employee groups drive our internal culture and create a deeper sense of belonging for those who participate. Furthermore, Airfinity groups extend Airbnb’s connection to our local communities all over the world.

As Airbnb’s CMO, it is my responsibility to ensure that everyone on my team understands and is inspired by the company’s mission, purpose, and core values. But it doesn’t stop with understanding and inspiration; for us it has to go much deeper than that. If we are to meet our ambition of becoming the brand that defines this generation, we have to ensure that the mission and values actually shape the work that we put out into the world. This in turn means that we have to ensure we build a marketing team that is as diverse and inclusive as the community we serve. It is only through harnessing deep-rooted diversity from around the world that we can be confident in producing brand-marketing initiatives that our community (existing and potential) actually cares about. This approach has led to some powerful work like the “#weaccept” Super Bowl campaign, the marriage equality “Until We All Belong” campaign, and the “Is Mankind” campaign that promoted womankind, mankind, transkind, humankind inclusivity.

LESSONS

Step up to the purpose. In 2016, while at Cannes Lions, I was struck by overwhelming disappointment in the lack of diversity at the festival. As an industry leader representing and serving cultures around the world, it is my responsibility to influence industry change when appropriate. My team and I must lead by example.

Take advantage of every opportunity. While at Cannes Lions this year, I held an open casting call for women and creatives of color to potentially add them to my team. We received an incredible array of applications from all over the world and will be announcing appointments soon.

Live by your brand intentions. In today’s world, there cannot be space for a cigarette paper between your stated values, the employee experience, and the brand promise you build through excellence in marketing.

The CMO and CHRO must partner across the board. This is especially important as the brand meaning and the employee experience are iterated on as a result of hyper-growth factors — which, I have to say, is always a nice problem to have.

IMPACT

Our platform has grown from 400,000 homes in 2014 to over 3.5 million homes covering 65,000 cities in 191 countries, with over 200 million guest check-ins.

Brand awareness and brand consideration have grown to challenge the dominant competitors in most markets

Fifty-seven percent of my marketing organization is female, which is line with the female bias of our host community.

While the homes on Airbnb might each be different, our community is bound together by an aligned understanding of the human values that we believe in as personified by our host community.

One of our key campaigns early on was to connect hosts and guests traveling to the Rio Olympics in a more meaningful way. This campaign was called “Stay With Me.”

Building the World’s Most Multi-Cultural Brand

PLAYER: JONATHAN MILDENHALLCHIEF MARKETING OFFICER

TEAM: AIRBNB

http://www.anamasterscircle.comhttps://www.airbnb.com/diversityhttps://www.airbnb.com/diversityhttps://www.airbnb.com/diversityhttps://youtu.be/yetFk7QoSckhttps://www.brandingmag.com/2017/07/03/good-campaign-of-the-week-airbnb-until-we-all-belong/https://www.brandingmag.com/2017/07/03/good-campaign-of-the-week-airbnb-until-we-all-belong/http://adage.com/article/advertising/airbnb-spot-air-caitlyn-jenner-wins-espy/299495/https://press.atairbnb.com/fast-facts/http://blog.atairbnb.com/stay-with-me/http://blog.atairbnb.com/stay-with-me/


RETURN TO TOPIC

CHALLENGEI recently penned an article titled “Reinventing the Role of the CMO,” as I believe there is an opportunity to embrace change and demonstrate the credibility of our craft. I shared that a modern-day CMO has to be a business person first and a marketing artisan second. To drive value for all the people you serve — customers, employees, peers, your board, etc. — you have to drive revenue and ROI for the overall business. Without this, you will not get to keep your seat at the proverbial table.

At HP Inc., I’ve reinvented my role of chief marketing and communications officer, upholding the HP brand promise of “Keep Reinventing.” All four of my primary duties — chief brand officer, chief marketing people officer, chief alignment officer, and chief storyteller — have led to the growth of HP by uniting cultures and empowering people to seize their right to greatness.

In fact, it’s been a tremendous year, with HP up by nearly 30 percent, including 10 percent revenue growth quarter over quarter in Personal Systems (PS) and solid growth in Print, including hardware and supplies revenue, while also increasing operating profit. We are taking profitable share, out-executing competitors, and delivering some of the greatest innovations in the company’s history.

An important topic that is a focus of our company efforts and driver of HP’s marketing reinvention has been diversity and inclusion. In my professional life, I’ve come to the realization that D&I is not just a moral imperative; it is a business imperative that drives innovation. By creating an environment where diversity of thought and life experience are embraced, HP has celebrated two of its strongest quarters and has been experiencing a renaissance of creative work, not just internally but externally with our agency partners.

If HP was to live up to its promise of “Keep Reinventing,” we needed to have market representation that fuels innovation. If I was going to live up to my promise as a chief marketing people officer, it was critical to be part of a global movement that clears the obstacles that stand in the way of more diverse teams. I needed to reinvent the rules for how I would operate to provide meaningful solutions and set a standard for anything I could influence, including our partners and their ability and speed in driving D&I progress.

PLAYThe first thing I did was look at my own leadership team. When I started, I had 10 leadership positions reporting into me and only two were female. Today, 50 percent of my team is female. It took 12 months to transform HP’s marketing organization, and now it is led by some of the best leaders in the industry. I was committed to the right talent composition to accelerate HP business opportunities, and it is paying off.

Across the globe, we reinvented our 1,000-plus-person marketing team. We looked across the entire organization and outside of it for the best talent — talent that would share our mission, values, and vision. As women are key influencers and drivers of purchasing decisions, including 53 percent of PC purchases and 45 percent of print purchases, it became that much more critical to seek the right representation.

We are now in our next phase to increase the representation of women and people of color. It isn’t that gender was more important as a characteristic; rather, we wanted to focus on where the biggest opportunity was first, create a model for success, and roll it out to address more opportunities. During our internal reinvention efforts, it became an imperative that our partners reflected the same values that we championed internally.

In September 2016, I sent a letter to our agencies and asked them to take this call to action seriously. I requested that they respond with a tailored plan that addressed how they would create their own targets and significantly increase the number of women and people of color in creative roles on their teams. None of this would have been possible without the partnership of other C-suite executives, including CEO Dion Weisler, Chief Human Resources Officer Tracy Keogh, Chief Diversity Officer Lesley Slaton Brown, and Chief Legal Officer Kim Rivera.

In addition, we radically changed how we think about talent, both in terms of internal development and external recruitment. Our HP Global Diversity & Inclusion site is dedicated to this mission and we are tackling unconscious bias across the organization and throughout the industry.

There is no question that the technology industry is lagging in D&I. In an effort to approach the recruiting process in a new way and ensure that HP has one of the most diverse workforces in the industry, we launched the “Reinvent Mindsets” campaign. It’s intended to raise awareness of the ingrained and subtle biases that still exist in the hiring process. Our intention from the beginning was to leverage our reinvention platform to demonstrate the need for a shift in mindsets that not only changed the ratio of diversity but the thought process and emotional connection to the subject. To date, the series has covered race with “Let’s Get in Touch,” targeted at the African-American community, and gender with “Dads and Daughters,” targeted toward women. The series will soon tackle additional issues, including culture and sexual orientation.

LESSONS• Diversity is the right thing to do from a

business standpoint. Marketing reinvention is the ultimate goal, and to do this, we need better representation of our customer base.

• Motivation, empowerment, recognition, and inclusion must replace unconscious bias and unhealthy filters.

• Focus on talent, pure and simple. HP is hiring and talent is our only criteria.

• Organizations need marketing teams that clearly represent the communities they serve.

• It’s time for action — actions that align with our words.

• Diversity improves the products and services we deliver to our customers.

IMPACTHP has the most diverse board of directors in the tech sector and one of the most diverse leadership teams.

HP’s marketing organization is made up of an equal gender ratio, with 50 percent of marketing leadership positions filled by women — and they are the best in their fields. At a higher level, the marketing organization is made up of over 53 percent women (director level and above).

We have a thorough training program in place to address unconscious bias and drive a growth mindset. We have nearly 30 internally certified HP facilitators and will have more by the end of 2017. We work with our leaders to build it into their strategy and implement planning sessions addressing how to impact their business bottom-line. We started with our global talent acquisition team and our leaders. To date, we’ve trained over 1,000 hiring managers and that number continues to increase.

Since the call to action, HP’s partner creative and ad agencies have made significant progress in adding female talent to their teams. We have also worked with some of the industry’s most creative directors through our partnership with Free the Bid, sourcing directors Peyton Wilson and Jillian Martin for two recent HP campaigns, “Reinvent My Story” and Reinvent Mindsets “Dads and Daughters.” We are planning to announce year one results of our diversity scorecard at the end of September 2017.

Reinvent to Tackle Diversity and Inclusion

PLAYER: ANTONIO LUCIO CHIEF MARKETING & COMMUNICATIONS OFFICER

TEAM: HP INC.

http://www.anamasterscircle.comhttps://www.forbes.com/forbes/welcome/?toURL=https://www.forbes.com/sites/onmarketing/2017/07/20/reinventing-the-role-of-the-cmo/&refURL=https://www.dropbox.com/&referrer=https://www.dropbox.com/#364a25172055https://www.forbes.com/forbes/welcome/?toURL=https://www.forbes.com/sites/onmarketing/2017/07/20/reinventing-the-role-of-the-cmo/&refURL=https://www.dropbox.com/&referrer=https://www.dropbox.com/#364a25172055https://www.wsj.com/articles/hp-demands-ad-agencies-diversify-their-workforces-1472820226http://www8.hp.com/us/en/hp-information/about-hp/diversity/index.htmlhttps://www.youtube.com/watch?v=FL5fS9OGGPYhttps://www.youtube.com/watch?v=sKbBg1D3uS0https://www.youtube.com/watch?v=sKbBg1D3uS0https://www.youtube.com/watch?v=FL5fS9OGGPYhttps://www.youtube.com/watch?v=FL5fS9OGGPY


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CHALLENGEAs a retailer, a marketer, and a human being, it’s important for me to always start from a place of empathy. And understanding and connecting with the people you serve has never been more important.

The retail industry is evolving dramatically and our guests are telling us they want very different things as they shop us.

Every marketer knows their guest; we chart them on PowerPoints and study the things that they buy. But what do we actually know about them?

Target had always talked a lot about putting the guest first. It was important for me that we put that empathy into action, creating a guest-centric culture at every level across our marketing organization.

PLAYWe set about tackling the challenge with two solutions. Our first is the “Meet the Guest” hub, a resource for our team members to get real perspectives from our guests about the issues that they are dealing with in their daily lives. Divorce, sending a kid off to college, blending cultural traditions of a new marriage, and managing money are just a few examples of the real, unfiltered, and sometimes uncomfortable perspectives available to our team members. It’s a tremendously insightful tool that our marketing team uses on a daily basis to better connect with guests that they may know very little about.

Our guest immersions are another vital learning tool. Our leaders and team members are spending time in different markets across the country immersing themselves in the lives of the guests we serve to discuss specific topics like beauty, style, and wellness. They don’t know that we’re from Target, only our names and that we’re doing research in retail. And they’re giving us amazing access. I’ve been through more people’s beauty bags, closets, and refrigerators than I’d like to admit, and had some incredibly personal conversations in the three hours I’ve spent with them.

I spent time with a single guy in Brooklyn gathering insights that we could leverage as Target set to open our new small-format stores throughout the city. He talked a lot about localization and made one thing very clear: “I don’t want a t-shirt that says Brooklyn. I live in Brooklyn.” I also learned about the pains of online ordering. I asked him about his three bright red bar stools that he had bought from one of our competitors. When they arrived, he had to lug three huge boxes up two flights of stairs. The stools were fine when he opened them, but there was one small problem: he ordered black. The thought of returning them was such a hassle that he decided to just make do with the color he had.

While we’re having in-depth conversations with every imaginable guest, we’re also looking for opportunities to put ourselves in our guests’ shoes.

Our Guest Center of Excellence team, which helps us develop a greater sense of advocacy and empathy for the guest in all of our business decisions, challenged themselves to grocery shop the way our guests do. They were tasked to take a week shopping our grocery assortment, spending no more than $12 a day — the average amount that our guests spend for a family meal — to prepare a dinner for four that they would be proud to serve. One member of our team had an important a-ha moment when our “Choose Well” campaign made her experience a strong feeling of guilt for having to choose a less healthy but more affordable option. It was a painful but important idea that helped to reshape our perspective and direction going forward.

LESSONS• Empathy is an incredibly powerful tool to

connect with those who you look to serve.

• Getting real, unfiltered, and sometimes a little uncomfortable helps you better understand those you know very little about.

• Walk a mile in someone’s shoes. The experience will fundamentally change your perspective.

IMPACTOver the past couple of years, we’ve evolved from being guest-centric to truly being a guest-first marketing organization. Everything we do is seen more clearly through the lens of our guests — shaped not just by the data but through interactions with our guests and empathetic modeling.

It’s a mindset that affects the decisions that we make. We will push timelines or go back to the drawing board if a project doesn’t feel deeply connected to our guest. And this investment in empathy is reshaping who we are as a marketing organization, how we work together, hold each other up, and embrace our very different perspectives. Of course, we’re still on this journey. There will never be a point where we can say that we are done, but this is a proud accomplishment that has made us all better marketers.

Immersion, Empathy, and Real Conversations

PLAYER: RICK GOMEZ CHIEF MARKETING OFFICER

TEAM: TARGET



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CHALLENGEBefore I became the CMO of Hilton, I was the global head of digital, so it wasn’t a stretch for me to embrace the idea that the world — and most importantly, our guests — are digital. Recognizing that offline and online haven’t just blurred but fused was the driving force behind uniting our digital guest experience and our marketing teams. This in many ways has paved the path for us to begin the journey we are still on: developing the best customer experience possible powered by digital innovation with more than 300,000 Hilton team members.

Until the launch of our “Stop Clicking Around” campaign, our customers felt like they needed to price-shop with third-party apps to get the best deal, which was hurting our ability to connect directly with them as they booked their rooms via other platforms. We had disparate teams all working on different objectives, and like in many big organizations, many of the team weren’t communicating with each other. In particular, our digital and brand teams were siloed.

How do you drive 5,000 hotels under 14 brands in 103 countries across 22 languages to launch the biggest campaign in Hilton’s 100-year history? You provide your team with a single mission that is focused on driving better value for our customers and can only be accomplished if the whole company bands together to overcome challenging hurdles.

PLAYThe first priority was to put the right people in the right roles. I’ve found that to remain successful, you need to be confident in your foundation. At Hilton, that foundation is the collective strength of our team members and the passion that drives them. I’ve spent a lot of time focused on making sure we have the right people in the right roles and that we bring the entire team along in our success.

The second priority was to get everyone in a room, especially my leadership team, and ensure they were building the relationships needed to work better together. In a company as big as Hilton that spans the globe, it is too easy for silos to form unless there is a shared teamwork mentality and a real desire to learn from each other. My role was to provide the initial medium and ongoing reinforcement that we were all in this together, as well as demonstrate our commitment to authenticity and transparency. I personally held weekly meetings across the entire company to share our collective progress, key successes, and next steps.

Third, and almost right out of the gate, we put up a giant and amazing goal that was truly focused on stretching the team. Nothing inspires teamwork more than having to work together in new ways to accomplish the seemingly impossible. And with the carrot being “we are going to launch the biggest marketing campaign in Hilton’s nearly 100-year history at the Grammys on February 15,” passion and pride to accomplish this goal was sparked across the entire marketing organization.

Finally, we created and rolled out unique training to help our full team, from HQ to front desk. For everyone to feel like they could participate at their best, it was our job to give them all the tools they needed and make it a fun experience versus yet another mandatory training program.

We gamified Digital Key training by creating a responsive virtual hotel, which had lights which illuminated with each question a team member answered correctly. Our team members embraced this intersection of the digital and physical hotel experience because they appreciated how the technology could enhance the customer experience. They also loved being a part of something progressive and game-changing.

Another example is when we rolled out a selfie competition that allowed team members from around the world to send in their fun photos of their experience in trying out new skills. This was a huge hit and we received thousands of entries, which really brought the human side of the training back into the picture and allowed other members to get a glimpse of their colleagues across the globe.

LESSONS• Marketing has the power to be so much more

than the “make it pretty” department. We have the imperative to inspire everyone in the company, not just the people who touch the product.

• When building training programs, think about the people receiving the training and ensure you are rolling out in a way that really engages them. Employee engagement is equally important and similar to customer engagement.

• Hilton has more than 300,000 team members globally, many of whom engage directly with our guests in our 5,000 hotels around the world. This direct access to the wants and needs of our guests, in real time, can lead to ideas that complement, if not supersede, those of leaders, program managers, or marketers sitting at headquarters who are looking over analytics or trend reports. So a key lesson I have learned over time is to listen — not just to your marketing team, or IT, or customer experience, but to others within your organization on the front lines of engaging with your customers, and to your customers themselves, many of whom are sharing their feedback via their social feeds.

IMPACTOur mission was to bring our customers back to booking direct with Hilton so we could build deeper relationships with them and deliver more value. The campaign was called “Stop Clicking Around” and it helped bring to life the benefits of booking direct and being a Hilton Honors member. • We not only hit our goal — launched “Stop

Clicking Around” on February 15 at the Grammys — but we knocked it out of the park and continue to build on our momentum.

• We drove 4.5 million bookings worldwide and added more nearly nine million new Hilton Honors members.

• Our mobile app went from having a user rating of 1.5 stars to 4.7 stars and became the No. 1 most-downloaded hospitality app.

• Success has become addictive and continues to help drive a winning culture within our team. Their desire to deliver the best possible outcomes has become the most surefire way to ensure success no matter the challenge.

• Unifying the teams across the marketing and digital landscapes at Hilton at the outset of this campaign not only drove the success of the campaign, it has opened up great opportunities for individuals within the team to not only become subject matter experts in their field, but also jump into new disciplines to learn new skills and offer fresh perspectives.

• Given our strong, fun, and supportive direction for employees worldwide, the marketing team has received a flood of new applications from existing employees in other functions.

Inspiring and Connecting Cultures: Igniting Passion Worldwide

PLAYER: GERALDINE CAPLINCHIEF MARKETING OFFICER

TEAM: HILTON

http://www.anamasterscircle.comhttp://news.hilton.com/index.cfm/news/hilton-launches-its-largest-campaign-ever-with-exclusive-room-rates-not-found-anywhere-else?tl=frhttp://news.hilton.com/index.cfm/news/hilton-launches-its-largest-campaign-ever-with-exclusive-room-rates-not-found-anywhere-else?tl=frhttp://news.hilton.com/index.cfm/news/hilton-launches-its-largest-campaign-ever-with-exclusive-room-rates-not-found-anywhere-else?tl=frhttp://news.hilton.com/index.cfm/news/hilton-launches-its-largest-campaign-ever-with-exclusive-room-rates-not-found-anywhere-else?tl=fr


RETURN TO TOPIC

CHALLENGEWhen I made the decision to join Grubhub in 2015, I was drawn to the company by the opportunity to elevate the brand from something more than food delivery and stand for the joy that food represents in our everyday lives. Food is central to our lives and to who we are as humans; it brings us moments of comfort, pleasure, and connection to others. I was excited to make Grubhub a part of these moments of delight. It was clear that we had to think differently, act differently, and engage differently to inspire our community of Grubhub diners and relate to the moments that matter to them.

An important first step was to recalibrate our team, talent, and processes to create agility. Our users communicate every day, whe

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