Robert (Bob) DeVries’ Post

It is an interesting proposition. What I took away from this is the art of story telling. As you have seen from some of my previous articles, many CEOs have some work to do in articulating their mission, vision and value proposition. Do I think this points to a wholesale change in today’s succession planning? No. But I do believe with the complexities of today, tomorrow’s CEOs will certainly need to tell a better story that creates trust and demand.

I mean, I may be biased — I’m a CMO who became a CEO — but Spencer Stuart nailed it. There are natural gifts that marketers can bring to the top role, like painting a vision that inspires and mobilizes, a proclivity for capturing multiple points of view to inform decisions rather than being top down, and, of course, creativity. Love to see perspective like this article that creates more opportunity for so many. Long story short: When you’re building that succession plan, don’t write off your marketing leader.

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Interesting article spotlighting the capabilities required for the CEO of the future and how CMO's often possess an interesting array of skills and experiences which could make them strong succession candidates.

In today's rapidly changing business environment, the role of the CEO is evolving, and marketing expertise is becoming increasingly crucial. According to Spencer Stuart, future CEOs will need to leverage deep marketing insights to stay competitive. This shift emphasizes the importance of understanding consumer behavior, market trends, and brand strategy. Marketing skills enable leaders to foster strong customer relationships, drive innovation, and enhance the overall customer experience, which are essential for sustaining growth and relevance in the market. I would like to invite you to explore how marketing skills can shape the next generation of CEOs and drive organizational success. Thank you Gülven Aytekin for sharing this valuable article. #Leadership #Marketing #CEO #BusinessTransformation #FutureOfWork

As a CMO who had prior P&L responsibility before coming to the c-suite, I totally agree with this. IMO, marketers often excel at creativity but pay far less attention to the numbers CEOs care about. Running a business through the lens of creative carries negative implications for CAPEX, balance sheets, investor relations, et. al. Why? Because numbers-oriented people will demand numbers accountability. If your brain is not formed around that, you will fail. Marketing pros would do well to ask for P&L responsibility. Run a product line, a division, or a business unit for a few years. Then think about whether you really want the CEO job, because it's a tough one.

This insight from Cristina Scocchia about the role of the CEO really resonated: “Being a CEO is not playing the violin, but it is really about making the orchestra play together,” she said. “Once you have chosen the tune to play, you still need to put together the best band in the world. You need to bring together your star players so they are in a team, one where no one wants to be the prima donna and they instead want to be a musketeer; ‘one for all and all for one’.” This is true of business leadership at various levels as you progress in your career. For years, I have led many professionals whose job I could not perform (at least not well). The job of the leader is to make the team better, ask questions, reduce barriers and bad friction, and stay humble focusing on the customer! Thanks for the share of this Spencer Stuart analysis and your thought leadership, Greg Welch. #leadership #marketing #talent #teamwork #strategy #culture

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“The 22 Immutable Laws of Marketing” by Al Ries and Jack Trout is a very interesting book that presents a collection of powerful and enduring principles for successful marketing. By understanding and applying these laws, CEOs can navigate the complex world of marketing, make informed strategic decisions, and drive their organizations towards sustainable growth and market leadership. #ceoconference #doingbusiness #topmanagement #leaders