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Sustainable marketing

towards mastery of 10
critical marketing disciplines

Introduction..................................................................................................... 4

1. New trends
old news ........................................................................................................ 6

2. The new marketing

value creation tension field ............................................................... 8

3. The typical response:

Marketing "mushrooming" .............................................................. 10

4. The desired end state:

Mastering 10 marketing disciplines .......................................... 12

5. Leading a sustainable
marketing transformation ................................................................ 14

Set the direction ........................................................................................ 16

Start redesigning the marketing model .............................. 19

Realise the value ..................................................................................... 20

Final remarks ................................................................................................ 21


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The business landscape is changing with increasing pace:

digitalisation, globalisation and growing data availability
challenge most traditional marketing models. Consequently,
8 out of 10 CMOs acknowledge the need for profound
transformation of marketing models and concepts. Many
marketing units in larger corporations have already under-
gone significant changes in recent years. Unfortunately,
these changes have very often been executed in an unorche-
strated and organic manner, leading to organisational
"mushrooming", i.e. spreading resources too thin, creating
more "silo" behaviour and establishing non-scalable

However, a number of leading companies have chosen

a better approach to sustainable marketing transformation.
First, they establish a baseline to understand the changing
strategic and customer context, and agree on the corporate
role of marketing with the rest of the C-suite. Subsequently,
they conduct a holistic capability assessment, identifying
up to 10 marketing disciplines, which must ultimately all
be mastered to deliver the expected value. Second, they
clearly prioritise which fundamental and marketing activation
capabilities to develop in which sequence, and typically re-
organise and reallocate resources/investments accordingly.
Finally, leading marketers apply systematic change
management tools to assure that the needed behavioural
changes "stick", and all of them focus on increasing agility
and strengthening marketing innovation to continuously be
able to adapt to the changing business demands.

In the following white paper, we will introduce experiences

from leading companies and our perspective on how
to manage a successful and sustainable marketing

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old news Power brands and digital pure players disrupt entire
industries with simplified delivery models and new
price and quality standards. Well known are the
stories of Uber, Netflix, Airbnb and TripAdvisor
just to mention a few. These disruptive players de-
We are not the first ones to point out that global liver largely the same core propositions as traditional
megatrends like globalisation and digitalisation pres- providers, namely transport, TV series, accommo-
ent new opportunities and challenges for CEOs and dation, travel advice and so on, and perhaps even at
CMOs. Quite the contrary: perspectives on this topic the same price. However, they do so with a clear-cut
are numerous and oftentimes repetitive. However, acknowledgement that when customers face an
to assure an elementary understanding of the key abundancy of choices, how a product or service is
root causes for the transformation of marketing, we delivered, rather than what is delivered, becomes
will briefly highlight the changes that we find most an increasingly important source of competitive
important below. advantage supplemented by very disciplined and
effective execution of their innovative ideas5. For the
incumbents, it is a matter of increasing the innova-
tion clock speed and execution power significantly to
keep up the pace.



With the growing number of options to choose NEW MEDIA LANDSCAPE

from, customers increasingly build preference NEW CUSTOMER ENGAGEMENT
towards companies that deliver truly unique and
relevant value propositions. It is becoming more and New studies reveal that the millennia generation
more evident that those who are capable of deliver- spends roughly 80% of their media consumption
ing this actually outperform others in the long term 1. time on digital and increasingly social media3.
Corporations like the LEGO Group, IKEA, Google, This change is quite simply tectonic and deserves re-
L'Oral, Microsoft, Amazon, Caterpillar, BMW and peated mentioning. A notable new media example is
Apple all deliver high net-promoter scores (NPS)2 WeChat, which now has 697 million users4 and is one
and above-average financial performance and stabili- of the most important e-commerce and social plat-
ty. Additionally, customers expect ever more custom- forms in China. It came into existence only five years
ised offerings and experiences, often pioneered by ago. Consequently, in order to reach, recruit and
"pure" digital players like the online retailer Amazon retain customers, marketers must manage a grow-
and they are increasingly used to data-shaped ing and continuously changing portfolio of owned,
offerings and experiences that fit their needs almost earned and paid digital media channels, which must
instantly, or perhaps even predict them based on be accessible from both mobile and desktop devices.
recommendations from other customers. What is Leading companies like Disney, Coca Cola, L'Oral
more, they have come to expect the same treatment and Microsoft have customised their presence on
everywhere. 15+ digital media platforms, and deployed "mobile
first" strategies years ago. Furthermore, most cus-
Did you know that 80% of tomers expect digital experiences to be seamlessly
the millennia generation's media integrated with physical touchpoints, and have little
consumption time is spent on patience with companies that are not able to support
digital and social media? their "omnichannel" journeys. Finally, the new media
landscape enables new ways of engaging with cus-
1. See e.g. Millward Brown research: Top 100 BrandZ
tomers, which demands a change in the traditional Edition 2013; HBR 2014
marketing formula: from "re-active communication" 2. Word of Mouth Index;
3. The Monitor Report 2015
to "always-on" and from "campaigning" to "real-time 4. Statista 2015, fourth quarter, monthly active users
publishing". 5. E.g. Harvard Business Review: "When Marketing is Strategy"

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2. The new
marketing value
creation tension field

Most marketers are also working

to meet new C-suite demands even
New customer expectations, the rapidly changing
media landscape and new competition are all
better by:
trends that reinforce each other and put increasing
pressure on most marketers to change existing mar- Shaping demand through impactful
keting formulas and operating models to continue to omnichannel solutions
deliver value. This is further fuelled by the lack of
Delivering proven business value by
trust from many CEOs regarding marketing's ability
to deliver sustained business value in this new
leveraging ROI/effectiveness insights
reality6. Basically, the overall marketing objectives, Delivering deep customer insights and
e.g. developing brands, shaping customer demand strategic and creative sparring to
and delivering high marketing effectiveness, are improve innovation
typically not changing, but the way marketers deliver
Driving internal, customer-centric
on these objectives is.
cultural transformation

Most marketers are working to

become even better at engaging
customers by:
Together, the internal and external demands constitute
Delivering personal, relevant and what we like to call a new marketing value creation
truly unique value propositions tension field, which is the reality CMOs and marketers
Delivering engaging and mobile-enabled must properly respond to and navigate in. For most
marketing functions, having excelled in traditional
content and communication brand activation, campaigning and/or sales support
Delivering real-time and "always on" activities, this entails a comprehensive recalibration of
experiences their marketing formula, partnerships and operating
Delivering seamless and coherent models. Given the gravity and sometimes even contra-
customer experiences across digital dicting nature of the demands, this is not an easy task,
and it should come as no surprise that CMOs agree
and physical touchpoints that marketing must be transformed. According to a
recent study, 8 out of 10 global CMOs across industries
acknowledge that marketing must be transformed to
deliver sustained value7.

6. Stein IAS: Great Expectations: "What CEOs Want From Marketing";

Hedrick and Struggles: "The Evolved CMO"
7. Accenture 2014: "CMO Insights Survey"

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3. The typical
response: marketing How do we build
the right marketing
mushrooming capabilities and the
agility needed to
respond to changing
customer needs
and behaviour?

How do we get back

in control and build
A few examples: In one financial services company,
the push towards stronger digital marketing resulted
stronger collaboration,
in more than 25 different websites owned by differ- coherence and synergies,
ent parts of the business. The sites all had a different e.g. between functional
look and feel; there was no clear link between them marketing silos and
even though customers would expect this and the local marketing, and/
sites were not holistically optimised to drive online How do we avoid
or towards the sales
sales. Furthermore, a logistics company had estab- having several
Several companies have already initiated transfor- lished advanced customer analytics and CRM re- marketing functions
mation of marketing, responding to the outlined sources across several business units. However, there do the same thing in
forces. However, this is unfortunately often done in was no strong, shared database, and very limited
different ways?
an organic and somewhat unorchestrated manner. co-ordination and best practice sharing even though
With puzzlement, many of the executives we talk this would have benefitted both customers and
to have witnessed marketing proliferate into a the company. Lastly, a leading consumer goods
complex entity with scattered resources and efforts company had prioritised content marketing, however,
that do not deliver the expected internal and they experienced troubles with growing and a high
external value. Quite often, many marketers enthu- degree of overlapping production of local content Where do we start,
siastically engage themselves in new and intriguing which in many cases also violated central brand and what should we
disciplines like content marketing and automated guidelines. And the list goes on. prioritise of all the
marketing. This is fuelled by a natural desire to be different agendas and
at the forefront of trends and an entire industry In our dialogues with executives, we often discuss
relevant themes?
of opinion makers and specialised agencies which the following questions: How do we build the right
stand in line to push new concepts, agendas and marketing capabilities and the agility needed to
proprietary tools. Look up content marketing on respond to changing customer needs and behaviour?
Google and the number of lists featuring top-10 How do we get back in control and build stronger
tips is long and growing! collaboration, coherence and synergies, e.g. between
functional marketing silos and local marketing,
However, when ad hoc capability building is done and/or towards the sales organisation? How do we
without a clear strategic direction and executive avoid having several marketing functions do the
commitment, there is a risk of what we call market- same thing in different ways? Where do we start, and
ing mushrooming: scattered efforts, resources and what should we prioritise of all the different agendas
spending across functional and local marketing units, and relevant themes?
resulting in sub-scale efforts, unclear responsibilities
and inefficient operating models. Marketing mush- It is definitely right to ask these questions, and
rooming is thus beneficial neither to the customers, some executives have been brave enough to take
who are not exposed to coherent and compelling a step back and drive the transformation of market-
brand experiences, nor to the company, as marketing ing in a more holistic and sustainable manner than
returns on investments are not maximised. outlined above.

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4. The desired
end state: mastering
10 marketing disciplines
fundamentals and on activation disciplines when
planning and executing a marketing transformation
journey. Some companies focus too heavily on build-
ing systems, tools and processes while forgetting
to innovate and deliver compelling customer expe-
riences, whereas others (and most of the marketers
Through our work with leading companies and Though the situation in each case is slightly dif- we know of) focus too heavily on the activation
marketers across different industries, we have iden- ferent, every CMO as a minimum needs to assess disciplines and fail to establish the needed sustain-
tified 10 marketing disciplines which in most whether the company is sufficiently proficient able operating model and systems for medium-/
companies are needed to respond successfully to in each of the 10 disciplines, which are briefly long-term value creation. Hence, when planning and
the tension field forces described earlier. described below. executing a transformation, the marketing leader-
10 disciplines might seem like a lot, but we firmly be- ship team must consider these trade-offs and make
lieve that this should form the starting point for most informed decisions accordingly.
EXHIBIT 1: The 10 marketing disciplines transformation efforts as:
Mastering the disciplines above will enable most
1. Marketing must strive to master all of the disci- companies to respond to the external and internal
plines to deliver value according to the new exter- demands, however, these demands will also change
FUNDAMENTALS ACTIVATION nal and internal demands. We have acknowledged over the coming years, e.g. when virtual reality and
that there is no simple solution or Swiss knife to the Internet of Things hit the mass markets. Hence,
successfully address all of the demands. Narrow- marketers must establish a systematic way to con-
ing the focus solely to e.g. Digital Marketing is not tinously innovate and refine the marketing model
sufficient in most industries as physical touch- (discipline # 5). This is not just about innovating
Brand architecture, positioning Integrated marketing activation points and more traditional media will continue to particular marketing concepts, but about developing
1 6
and management and media management play an important role in the marketing mix. the capabilities and processes needed to continu-
Define synergistic brand architecture and a Effectively manage and execute marketing/ ously adapt the marketing formula to the changing
unique and valuable brand position, and proac- campaign activities across paid, owned and 2. The disciplines serve as a comprehensive business environment and requirements. To give
tively manage the reputation and brand narrative earned media and localities point of departure for developing a focused, yet an example, in a leading global brewery, the overall
cohesive marketing transformation strategy and marketing model is systematically reviewed and
Strategic planning, effectiveness 1:1 marketing/CRM roadmap. Considering all 10 from the outset ena- improved once a year:
2 7
and partnerships Deliver personalised, proactive and relevant bles making the right decisions on where and how
Allocate spend/plan activities in line with deep communication at the right time, in the right to focus one's efforts and ensures sufficient inte- In the first year of our marketing
ROI insights and establish and mature strategic channel, informed by deep target audience gration across the capability-building activities. transformation journey, we established
partnerships to improve effectiveness insights
the new marketing model version
To make one point very clear: do not take the above
Insight and data-driven marketing Digital marketing as a recommendation to initiate a transformation 1.0, focused on developing our brand
3 8 health what I like to call the basic
(incl. Big Data) (search/paid/owned/earned) with 10 equally balanced capability-building initi-
Systematically leverage customer, market and Manage seamlessly integrated Digital Ecosys- atives, as this would most likely lead to even more software of our marketing model.
competitor insights/analytics for mkt. and tem of media channels, including SoMe, and marketing mushrooming. Quite the contrary, a To continuously adopt and improve
brand planning and real-time operations effectively deploy SEO/SEM tactics transformation must be planned so that the most this software, we reviewed and
critical capabilities are built in the right sequence
revised it on a yearly basis based on
Agile and automated marketing Content marketing to develop the needed marketing formula for each
Deploy automated and adaptive core
Deliver effective branded and user-generated specific company (see next section on how to lead a
internal feedback and external best
marketing processes enabling fast and content to enhance communication effective- marketing transformation journey). practices. We did, however, freeze
real-time delivery to customers and improving ness and amplification effects the ways of working and processes for
efficiency The disciplines are distinct as outlined above, how- one year at a time to let the change
ever, they can be divided into two overall categories: settle and then we conducted similar
Marketing innovation Customer experience management Marketing Fundamentals, which is the backbone of
5 10 reviews year-on-year to stay relevant
Drive systematic and insight-driven Facilitate change for the business every well-functioning marketing unit, and Marketing
development of the marketing model to consistently deliver brand promises Activation, which delivers direct customer-facing
to the business and the consumers.
and concepts to organise for the future across customer journeys and critical experiences such as content marketing. It is crucial Senior marketing advisor and former
CMO of a global leading brewery
and engage customers in new ways touchpoints to strike the right balance between focusing on the

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5. Leading A global leading software company
was venturing into a new business area

a sustainable customer experiences, which together with a rapidly

changing business environment is the key reason
including Cloud Computing, Big Data
and Social Enterprise Solutions. Due to

marketing for initiating the transformation of marketing. As

Jeanette Fangel Lgstrup, Head of Group Marketing
the quite complex nature of this offering and the
fact that their customers were using digital media
the new marketing formula and drive a sustainable
transformation. Initially, the marketing leadership

transformation and Communications, explains: more and more to gather insights and assess ven-
dors, they had to reinvent their sales and marketing
team focused on establishing a clear link between a
leading brand health indicator and the financials to
"Our marketing and communication teams play an approach to become much more customer-centric. commit the entire corporate management team to
important role in delivering on our corporate am- This required a full redesign of the marketing organ- the change, under the tagline Brand health today is
bition of becoming number one in customer ex- isation and capabilities, including onboarding of new top line tomorrow. Furthermore, marketing fun-
perience. However, trends including digitalisation, profiles. One resulting innovation was a new, award- damentals like segmentation, brand architecture,
As highlighted in the previous section, companies changes in customer behaviour, the new media land- winning event format including more disciplined strategic planning and ROI-based resource allocation
might deliberately choose different transformation scape as well as high demands on transparency also follow-up on event ROI for continuous improvements capabilities were developed to establish the founda-
paths based on their business context, strategy and mean that we must take a new approach and mature and the use of content marketing and a new commu- tion for change. In the subsequent years, the leader-
objectives. We have highlighted a few cases below disciplines like 1:1 marketing, data-driven marketing nity platform to sustain the dialogue with the pros- ship team focused on maturing activation disciplines
to illustrate the point and to serve as inspiration. and digital & content marketing to deliver results and pects and customers in between events. like digital and content marketing.
respond to the growing demands from all our stake-
Danske Bank is one of holders. Therefore, we have initiated a focused and A global leading brewery had historically Even though the transformation journeys might be
many leading companies holistic transformation of the marketing and commu- focused less on marketing compared to different, the examples and several more share
which have recently taken the necessary steps to nications area, defining and agreeing on key prior- sales and operations. However, the CEO common characteristics in terms of how the leaders
successfully transform, and not just incrementally itised capabilities to be developed, and moreover acknowledged that the next growth have initiated and managed successful journeys. We
improve, marketing. Danske Bank has set an ambi- changed our ways of working, the operating model curve demanded a much stronger marketing muscle. have consolidated and formalised these insights in a
tious corporate strategy of becoming number one in and the organisation structure accordingly". A new CMO was hired and got the mandate to define three-phased approach below.

EXHIBIT 2: Sustainable marketing transformation: phases and activities

1 Set the direction 2 Start redesigning the marketing model 3 Realise the value

Brand and Marketing Align KPIs Marketing Support running

marketing capability and organisation transformation and developing
Corporate objectives and business context

strategy assessment roadmap the business

Redesign core Transformative

processes and projects

ways of working


for change

Optimise Continue

spend Set up Value


transforming the
Realisation Office
marketing model


Building and refining an evidence-based core story and benefit case

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Set the direction
EXHIBIT 3: 10 initial questions for CMOs


What is your marketing capability baseline?






Answer the questions below on a scale from 15.










Is your brand position and architecture clearly defined, unique 1 2 3 4 5
and relevant and do you proactively anchor your brand promis-
es with internal people and manage your reputation externally?
Anchor the transformation with top management
and in the cultural DNA of the company. This includes Do you plan your own and partner-driven marketing 1 2 3 4 5
clarifying the ambition level and establishing clear activities based on effectiveness/ROI insights?
links to corporate strategy and objectives from the
outset. For example, if the company is generally in
a cost-cutting mode, it would be ill-advised for Do you systematically and continuously leverage deep 1 2 3 4 5
marketing to suggest two-digit increases in spend- customer and market insights and analytics in your mar-
ing and/or resources (which actually sometimes keting operations?
happens!). Furthermore, it is paramount to establish
alignment and commitment regarding the magni- Have you deployed automated and agile core marketing 1 2 3 4 5
tude of the change between the Board, the CEO and processes, delivering satisfactory time-to-market and
the CMO to manage expectations upfront regarding enabling real-time, "always on" engagement of customers?
needed investments and time to impact. Finally, any
transformation of marketing must be rooted in the Do you innovate new marketing concepts and value 1 2 3 4 5
culture of the company for the behavioural changes propositions in a systematic and insight-driven
to stick. For example, if the company is very num- manner co-created with other commercial functions?
bers-/fact-oriented, marketing must be able to tap
into this language when establishing the case Do you manage integrated marketing activities effectively 1 2 3 4 5
for change. across paid, owned and earned media and localities?

Understand external changes and create the brand

and marketing strategy. It is important to make the Do you deliver personalised customer communication and 1 2 3 4 5
strategic clarifications upfront to guide and prioritise content at the right time and through the right channels?
subsequent work. These typically include:

Understanding new customer journeys and Do you support a strong omnichannel experience through a 1 2 3 4 5
expectations as well as the competitor situation coherent portfolio of digital media channels (mobile-enabled),
Clarifying the corporate role of the brand and effectively deploy SEO/SEM/retargeting tactics?
(i.e. which role should the brand play in support
of the corporate objectives and in creating Conduct a holistic marketing capability assessment Do you recruit and retain your customers through branded 1 2 3 4 5
value for the customers?) and define strategic priorities. As the capability and user-generated content?
Clarifying the corporate role of the marketing assessment is an important element in kicking off
unit, including mandate and key objectives any successful marketing transformation, we want to
vis--vis other units like sales, customer service, share a little more details on this tool. The purpose Do you systematically manage execution of your brand prom- 1 2 3 4 5
HR and business development. As commercial of the capability assessment is to create a shared ises across critical customer journeys and touchpoints?
boundaries are blurring, these upfront understanding of the current strongholds to be fur-
clarifications are important for subsequent ther leveraged (including internal best practices) and
work and for getting early buy-in from the rest of gaps to be closed in the marketing model. Answering In summary, to what degree do you believe you have the 1 2 3 4 5
the organisation (thereby avoiding turf war) 10 questions is typically a good way to get started needed marketing capabilities to continue delivering on your
Defining clear marketing objectives which with the work, and most CMOs can provide affirma- business objectives?
are directly linked to corporate objectives tive answers to some, but not all, of them:

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Based on an initial discussion of the above, best
practice companies often kick off more fact-based
ture the unit, adjust the overall marketing operating
model and inform the initial reallocation of resources
capability assessment work. Some gather the entire
marketing leadership team for a workshop lasting
and investments. Finally, the capability assessment
established a strong foundation for creating a clear
Start redesigning the
several days, while others meet in a smaller team.
Most, however, supplement internal learning with
core story for subsequent change communication
and management. As elaborated by Danske Bank's
marketing model
external best practices. Head of Group Marketing and Communications:

In Danske Bank, a lead- "The capability assessment has been

ing Nordic bank, senior a very helpful tool for aligning both
leaders from marketing and business development executive management and the new
gathered for a workshop to discuss capabilities marketing leadership team around the
across the 10 marketing disciplines, including ambi-
need for change, as well as our focus.
tion levels. The discussion was informed by industry-
specific best practices for each discipline to "cali- We have reviewed and leveraged
brate" the ratings and gain inspiration from other the conclusions several times when
practices. The resulting product was a clear and reorganising and defining our long-
transparent overview of marketing capability strong- term strategic priorities".
holds and gaps, which was used to redefine the
Jeanette Fangel Lgstrup, Head of Group Marketing and
marketing strategy and strategic projects, restruc- Communications, Danske Bank

EXHIBIT 4: Marketing capability assessment (adjusted client example) ILLUSTRATIVE EXAMPLE

Priorities to deliver
on corporate objectives
Current performance Ambition

1. Brand architecture,
positioning and management

2. Strategic planning,
effectiveness and partnerships

3. Insight and
data-driven marketing Furthermore, building the needed functional capa-
bilities typically requires more strategy work and
4. Agile and automated insights. These transformative projects are captured
marketing operating model in a marketing transformation roadmap, which
should be anchored with top management and
5. Marketing the (new) marketing leadership team. This assures
innovation alignment of expectations regarding what and when
to deliver. As described earlier, leading companies
6. Integrated When the direction has been set, the marketing systematically review, on a yearly basis, whether the
leadership team is ready to start changing the fun- marketing model should be refined further. The first
damentals of the marketing model to reflect the new year is thus the first iteration of several as noted by
7. 1:1 marketing/CRM strategic priorities. This typically includes: one former CMO:

Adjusting and aligning marketing KPIs and "Over the course of the marketing
8. Digital marketing governance model
(search/paid/owned/earned) transformation process, we
Redesigning and implementing new organisational
reorganised three times to get
structure and upgrade leadership competences
9. Content
Redesigning and implementing new core marketing the model right. One must acknow-
processes, interfaces and ways of working ledge that ongoing changes are part
Baselining and optimising marketing spending of the life of a modern marketer".
10. Customer
experience management Identifying and starting to address marketing
Former CMO for a global software leader
1 2 3 4 technology/system gaps
(Cloud, Big Data and Enterprise Social)

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Realise the value To deliver on external customer demands and meet
internal expectations from the C-suite, i.e. create value in
the new value creation tension field, marketing units must
master 10 disciplines. While most CMOs and marketing
departments have already initiated changes to master
one or more of the disciplines, few have successfully
made the journey to master all of them. Completing
this journey daunting as it may seem is however
achievable if the transformation is guided by clear
strategic direction and facilitated through a structured
and proven approach.

Up for a chat about sustainable

marketing transformation?
Contact Morten Saitta Bregendal
or Rasmus Srensen

"Even though marketing is

becoming more and more digital and
technology-dependent, one must
never forget that running a successful
transformation is all about the people.
Leading companies define a clear benefit case to
I soon realised this by getting the right
deliver against (e.g. positive development in brand people on board and letting some go.
health expressed as "willingness to pay"), and align This was needed to create a strong
leadership incentives towards these objectives while and unified team and was one of the
preparing and equipping them to lead the change. main drivers behind our success".
Quite a few CMOs also decide to redo the Marketing
Former CMO for a global software leader
Academy curriculum and to let all marketers enrol
(Cloud, Big Data and Enterprise Social)
again to "relearn" the new ways of working and align
behaviour across units. All of this work typically de-
mands dedicated PMO/Value Realisation resources In this paper, we have primarily detailed the initial
to support progression and change management. steps (the first 6-12 months) of a successful transfor-
mation of marketing. As a popular saying dictates:
Many things must come together when leading a "well begun is half done". However, the success also
marketing transformation, but one thing holds true relies heavily on the leadership's ability to actually
across all the cases from which we have learnt: realise the intended business value of the transfor-
getting the right people on board and establishing a mation. We refer to QVARTZ's Value Realisation Morten Saitta Bregendal Rasmus Srensen
high performing marketing leadership team from the approach for a full description on how to generally
outset is crucial to success: address this issue. (+45) 23 42 27 89 (+45) 24 29 39 39

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