Leading Disruptive Growth · 2/22/2017 · not su˜iciently integrated with other business...

54%lack of funding

50%not being able to assess consumer changes quickly enough

HOW TO GET STARTED

To gain control and enable disruptive growth, while innovating with unique value proposition, Canadian CMOs will have to overcome the barriers that are preventing their teams from further improving performance.

Top barriers CMOs say are hindering their goal achievement:

No more excuses

50%not su�iciently integrated with other business functions (e.g., sales, finance, service, IT)

Aligning with IT

81%Canadian CMOs acknowledge the need for marketing / IT alignment and interaction

Yet 50%say the marketing team operates largely independent of IT teams

Alignment is critical due to the fact that technology, particularly analytics, now underpins and shapes the entire customer experience.

Leveraging intelligent automation and integrating analytics

69%of marketing teams are allocating 20% or less of their budget to analytics

Just 13%of CEOs strongly agree that intelligent automation is important to front-o�ice transformation across marketing, sales and service

The ability to extract and translate customer and marketing data (e.g. Big Data) into actionable insights must be part of Canadian CMOs’ overall business strategies.

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Aligning with IT will also strengthen CMOs’ ability to use multiple channels strategically and in an integrated and consistent way.

THERE IS A DISCONNECT IN CANADIAN FRONT OFFICESCanadian marketing leaders have become less worried about disruption and the marketing function is not poised to be a catalyst for disruptive growth.

Despite this, their unique position of understanding customer and market needs, and focus on innovation,makes CMOs one of the likely leaders to take control of the disruptive growth agenda.

LEADING DISRUPTIVEGROWTH CANADIAN CMOs MUST STEP

INTO THE ROLE OF LEADING DISRUPTIVE GROWTH OR RISK BEING FORGOTTEN

61%of Canadian CMOs say they’re the executive most responsible for managing disruptive growth

27%of Canadian CEOs agreeOnly

CANADIAN ORGANIZATIONS ARE DIVIDED ON THE ROLE MARKETING SHOULD PLAY IN MANAGING DISRUPTIVE GROWTH

CMOs and CEOs have a di�erent vision about how marketing will change in the future, with CMOs less eager to change.

In five years more than half of marketing's e�orts will be aligned to driving disruptive growth:

36%of CMOs agreed

45%of CEOs agreed

In two years:

45%of revenues coming from disruptive activities, CEOs estimate

29%of CMOs say over 75% of their time will be spent managing disruptive growth