Marketing Evolution: Once More With Meaning

CMO Magazine, November 13, 2009 — There is no question that the chief marketing officer (CMO) role has been a crucible of corporate pressure since the job was first spawned in the mid-1990s. Marketing is the most visible expression of company strategy, customer satisfaction and corporate spending. With the accelerating changes in consumers’ media and buying habits, each of these areas is in flux. As a result, many CMOs are hired in or promoted up into the role and immediately assigned as “change agents.” The question is—Change what?

Strategy of New Chief at Motorola Appears Poised to Pay Off

New York Times, October 29, 2009 — Sanjay Jha’s honeymoon as co-chief executive at Motorola lasted just a few minutes into his first meeting with employees in 2008.

Why should we trust you?” one employee blurted. The frustration was understandable. Motorola, which pioneered cellphones and built such consumer favorites as the StarTac and the Razr, had not had a hit phone in years, and a succession of leaders could not find one.

Mr. Jha, 46, an engineer who worked his way up at Qualcomm from a chip designer to the No. 3 executive, answered the challenge, saying employees should not take him on faith but watch what he did.

How Do Innovators Think?†

Harvard Business Review, September 28, 2009 — What makes visionary entrepreneurs such as Apple's Steve Jobs, Amazon's Jeff Bezos, Ebay's Pierre Omidyar and Meg Whitman, and P&G's A.G. Lafley tick? In a question-and-answer session with HBR contributing editor Bronwyn Fryer, Professors Jeff Dyer of Brigham Young University and Hal Gregersen of Insead explain how the "Innovators' DNA" works

McCEO

McCEO Named 2009 CEO of the Year, McDonald’s Jim Skinner transformed an icon with a simple and powerful recipe for leadership.

Chief Executive, June 24, 2009 — The recession has been the graveyard of many CEO reputations. So it may come as a welcome surprise that some leaders have not only survived but boosted their company’s performance the old-fashioned way-they earned it-through sticking to steady if unglamorous organic growth. Last February, a committee of his peers met at the NYSE and chose Jim Skinner, 64, CEO of McDonald’s, to be the 2009 Chief Executive of the Year for transforming an iconic brand by rebuilding its purpose, strengthening its internal talent and realigning that talent with a return to the company’s fundamental principles. In doing this, Skinner and his senior team had to rethink much of what had been proven successful since the days when founder Ray Kroc and his ideas suffused the... continue reading

Lessons from innovation's front lines: An interview with IDEO's CEO

Tim Brown, whose company specializes in innovation, distills the lessons of his career.

McKinsey Quarterly, November 15, 2008 — Many companies claim to be innovative, but few can claim innovation as their raison d’être. One such innovation machine is IDEO—a designer of products, services, and experiences ranging from Apple’s first mass-market computer mouse to aspects of Prada’s store in New York City to the patient-care delivery model at SSM DePaul Health Center, in St. Louis, Missouri.

IDEO’s single-minded focus makes it an intriguing port of call for executives seeking insights on innovation.

General Mills CMO Talks Growth, Sustainability†

Brandweek, October 17, 2008 — In today's tough economy, when food companies are battling escalating ingredient costs, heavily scrutinized marketing practices and fluctuating stocks, General Mills is driving growth with a business model that includes marketing at its core.

Mark Addicks, CMO and svp of General Mills, revealed what those strategies were during a speech this morning at the Association of National Advertisers' conference in Orlando, Fla. Addicks credited "leadership, scale and leverage" as the three factors fueling General Mill's brand portfolio in an unstable food business.

The Challenges of Innovation

Indifference, hostility, and isolation are among the major obstacles to a healthy innovation environment

BusinessWeek, August 22, 2008 — In most companies, just about all the cards are stacked against the nurturing of innovation, especially the kinds of new ideas and disruptive innovations that generally lead to major changes in the marketplace and within the business.

Following are some of the behaviors I have observed in companies throughout the years that have convinced me how difficult it is to create an environment in which innovation can flourish.

Schultz's Second Act Jolts Starbucks†

Already Intense, He Faces New Pressure: Peltz Owns a Stake

Wall Street Journal, May 19, 2008 — For two decades, Howard Schultz enjoyed uninterrupted success building Starbucks Corp. into a hip chain of coffee shops that richly rewarded shareholders.

But with profits off and the stock sinking, Mr. Schultz is cast in an unfamiliar new role: the person who must re-energize a company that has lost its edge. That has unleashed an intensity in him that is rattling the feel-good Starbucks culture.

The Brand Called Obama

Win or lose, Barack Obama's rise changes business as usual for everyone. Here's why.

Fast Company, March 19, 2008 — The fact that Obama has taken what we thought we knew about politics and turned it into a different game for a different generation is no longer news. What has hardly been examined is the degree to which his success indicates a seismic shift on the business horizon as well. Politics, after all, is about marketing — about projecting and selling an image, stoking aspirations, moving people to identify, evangelize, and consume. The promotion of the brand called Obama is a case study of where the American marketplace — and, potentially, the global one — is moving. His openness to the way consumers today communicate with one another, his recognition of their desire for authentic "products," and his understanding of the need for a new global image — all are... continue reading