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Contents
4 Introducing this report
8 The challenges CMOs face
12 The CMOs own perspective
16 A role in transition
18 The skills required of the future marketer
28 Expectations of the „unicorn marketer‟
29 Having a longer term, sustainable impact
33 So what? Conclusions from the report
36 Acknowledgements
3
Introducing this report
The 2010s brought about a number of challenges to senior marketers worldwide with the growth of digital, data, and the increased personalisation of the consumer experience.
These demands, the proliferation of martech, and the growing emphasis on proving value, confront marketers with the
dual challenge of both creating simplicity out of complexity while also
evidencing tangible return on investment. CMOs may need to evolve as they face the challenges that the „science‟ of data brings to the „art‟ of marketing.
As we enter a new decade, the WFA want to help CMOs rise to this challenge and continue to deliver value and growth to their businesses. We want to understand the current and future challenges today‟s marketers face,
what can be done to bridge any skill gaps that exist, and what else CMOs need to be conscious of to succeed into the 2020s.
In partnership with 28 national association, global market research agency 2CV, we conducted an online survey amongst 683 leading marketers from
31 countries around the globe. The survey design was further supported by in-depth interviews with 8 leading CMOs. This report outlines the findings of our research, what CMOs need to be mindful
of, and how the WFA plans
to help the industry going forward.
4
Survey in numbers
We conducted an online survey amongst
683
leading marketers...
...from over
30
countries around the globe
5
The changing role of the CMO
There is a school of thought that the role of the CMO is in demise.
Syl Saller CBE
The marketing press pull no punches with headlines like „The death of the CMO‟ or „The sad demise of the Chief Marketing Officer‟.
Indeed, data from search firm Spencer Stuart shows that whilst 70 per cent of Fortune 500 Companies had a CMO in 2019, this is down from 74% ten years earlier1. Whilst a small decline, it is a decline, nonetheless. But how do CMOs themselves feel;
do they still see a role for marketing and is this shared by the rest of the C-Suite?
Our survey amongst nearly 700 senior marketers across the globe highlights
that most see and feel the value of marketing within their businesses:
82% say the role of marketing is valued in their business (54% say highly valued)
92% agree that marketing is vital to the success of their business.
Chief Marketing and Innovation Officer Diageo
“Marketing is highly valued in Diageo, and sometimes people say that‟s inherent in the fact we are a consumer good company. It‟s not – we have to prove ourselves just like any other marketing team, and we do that by speaking the language of growth and return, not comms and budgets. By being highly commercial yet bringing the consumer insight and flair that makes the difference to growth.”
1Ad Age - ‘Why more brands are ditching the CMO position’
6
Marketer with 10-20 years‟ experience, Automotive,
Philippines
“Ultimate decision makers do not put as much value with
marketing believing that one cannot realistically measure ROI on activities. Almost all efforts are focused on sales building activities through traditional exposure and do not see the value of adding value to the brand through marketing.”
However, one in five also agree that the role of the CMO won’t exist in 10 years’ time. This is not a question of semantics - the demise of the CMO in name only, but a genuine sense of existential threat felt by a significant proportion of senior marketers.
Afterall, CMOs don’t typically survive in their role as long as other
C-Suite execs2. There is a fear that, unless marketing is better understood and its impact felt across
the business, then the CMOs position is in future jeopardy.
For many, there is a clear disconnect between marketing and the rest of
the business. One study shows that 71% of C-suite marketers complain that there is a ‘lack of board- level understanding of the marketing function’s contribution to business performance’, while only 40% of the rest of the
C-suite agree3. CMOs have a longer term focus, believe more in culture and purpose as a key
strategic priority, and think marketing has an influence on business performance and growth more than their executive colleagues4.
So, what’s driving this gulf in perceptions? What challenges do CMOs face now and in the future?
More importantly, how can they overcome them?
2DAN – CMO Survey
3The Economist: “Wanted: CMOs with 2020 Vision”
4The Economist: “Wanted: CMOs with 2020 Vision” 7
The challenges CMOs face
The narrative around the demise of the CMO was shaped by the IMD professor, Dominique Turpin, in an incendiary, 2012 article5.
His original justifications for this position were threefold: CMOs have too great a focus on comms/PR and not on driving value for the customer; the growth of CGO and CCO roles and the greater influence of the CFO; and the struggle to measure and prove the ROI of marketing.
The fire Turpin started has continued to rage ever since, with the challenges facing the CMOs growing ever greater. It seems the one constant in the world of marketers, is change. With new challenges to navigate daily, some see them as insurmountable, while others
may see them as exciting opportunities.
We have categorised these challenges into three areas:
1. Economic pressures
The need to do more with less
2. Technological demands
The need to stay up to speed
3. High consumer expectations
Brand purpose and changing consumer demand
5https://www.forbes.com/sites/onmarketing/2012/10/03/ the-cmo-is-dead/#63aa46877bca
8
1. Economic pressures
The need to do more with less
Marketer with 20-
30 years experience, FMCG, UK
Slow economic growth
and the ongoing pressure to justify spend based on economic uncertainty has shifted focus for many businesses to short-term, sales uplifts. In this context, marketing budgets
are often the first to be reduced, and resources are allocated to other areas of the business perceived to have a more direct impact on the bottom line.
This hasn’t been helped by the misconception that digital channels allow marketing activities to be equally effective as more traditional media, but
at much lower cost6. In this context, many senior marketers we spoke to say their budgets are being
squeezed and so struggle
to be as effective as they would like.
Meaning, they are expected to achieve more with fewer resources, whilst not being incentivised to deliver long term growth.
Any impact also needs to be proven to the board, particularly, as Jim Stengel alludes to, the CFO:
“If they [CMOs] can‟t present what drives engagement in a compelling way to the CFO then they won‟t pay attention.”7
“Emphasis has moved to short term results so longer term brand building is harder and harder to get buy- in…. the short term activation is highly valued…”
6 Preread Growth CMO
7The Economist – Six Visionaries Speak
9
2. Technological demands
The need to stay up to speed
Marketers now need to be more agile and responsive to the demand for short- term impact. This need and the abundance of data from digital channels have not always been met with the same measure of skill to demonstrate impact.
Technical skills are increasingly needed over the creative abilities
of marketers gone by; in essence, the ‘art’ of
marketing is under threat from the ‘science’ of data. There is a skills gap that needs to be met. CMOs are expected to be more generalist, whilst their teams need to be more specialised.
Raja Rajamannar
Chief Marketing & Communications Officer and President Healthcare Mastercard
“The CMO role is under a major threat across the industry. And I keep calling it existential threat. Most of the CMOs have come from the creative side of
the companies, out of the creative side of the function. And marketing is getting
increasingly accountable for demonstrating the results in a credible, quantifiable fashion.
Marketing is becoming data driven. Marketing is being technology driven. And these are not default areas of the classical marketers, in most of
the cases”
10
3. High consumer expectations
Brand purpose and changing
consumer demand
Roel De Vries
SVP, Global Marketing,
With all this pressure, CMOs are increasingly expected to deliver
on brand purpose – communicating to consumers why a brand should exist in the world beyond shareholder value. However, this is often a longer-term strategy that few CMOs are given the time for and one that doesn’t meet the short- term ROI objectives of the board and shareholders.
Consumers are equally demanding in this regard. Consumer expectations of brands go beyond functional elements
of delivering a high- quality product and great customer experience.
Increasingly, consumers
want the products and services they use to be authentic, inclusive and sustainable, all whilst brands look after their customers data ethically.
The need for brands to be truly customer centric and meet the ever-rising consumer expectations is only further complicated by technology. The customer experience
is simpler and more personalized than ever, whilst delivering this is more and more complex. CMOs are expected to shape trends and lead market changes, while also meeting consumer needs within this.
Customer Experience and Brand Strategy Nissan
“In the last 10 years, and probably also in the coming years, the world of the consumer
is becoming much more integrated and simpler. You can get everything you need, you want, in
a very easy way. But the expectation of the consumer is exactly that; and to deliver that is dramatically complex for us. So, our world has become a lot more complex, whereas the
world of our consumers, has become much simpler”
11
Which of the following are more important?
Long term growth
Short term growth
85%
Brand building 63%
15% Sales & Profits
Showing % who say each is important
12 The CMOs own perspective
All of these challenges point to a need for CMOs to adapt both their skills and mindsets, but there is perhaps also a call for greater respect and more
realistic expectations from others across their business.
Our data clearly suggests that longer term, strategic, brand building mindset is still valued by marketers but, as we‟ve seen, this is perhaps at odds with how their businesses increasingly operate.
37%
More experienced marketers still value fundamental marketing skills over new digital marketing skills, but, as one study shows, C-suite marketers are more likely than their colleagues to describe both marketing and sales as having a short-term focus8. This indicates that marketers are already compromising on their ideals to meet the demands from their businesses for short term impact.
What is without doubt is that CMOs recognise that their role is very diverse. They juggle multiple priorities and
skills, and this is set to get even more demanding.
Of the near 700 senior marketers we spoke to, the average marketer said their role encompassed
9 of 16 responsibilities asked about, ranging from
marketing strategy to data ethics. This number unsurprisingly increases
with experience; those with over ten years’ experience average 9.5 responsibilities versus 4.5 for those with under five years
under their belts.
They juggle multiple priorities and skills, and this is set to get even more demanding.
8 The Economist – CMO White Paper
13
s
54%
n
53%
14
Return on investment & performance management 51%
Customer experience/centricity 51% Which of the following are currently part of your role?
Marketing strategy 79%
People management/leadership
Brand purpose
66%
66%
Consumer insight
Digital marketing tech and platforms
63%
62%
Creative strategy
60%
Business growth/development/strategy
Data analytic
Innovatio
58%
Public relations 42%
Customer retention
Sustainability
38%
37%
Data ethics
35% Sales growth 47%
And there is no sign of things relenting. The majority feel that most areas will be more important to their role in 5 years’ time.
Our survey data also supports Turpin’s hypothesis that things are moving towards customer centricity based on data insight, while marketing strategy, PR and pure
sales growth take a back seat. Sustainability is the area seen to be most likely to grow in importance, followed by digital marketing tech and platforms, data ethics and analytics, customer experience/centricity and innovation. This is true across the board of different marketer profiles, regardless of market they are responsible for, industry they operate in or years of experience.
Will these responsibilities be more , less or just as important to your role in 5 yrs time?
Sustainability
80%
20%
Digital marketing tech and platforms
77%
20%
3%
Data ethics
74%
24%
2%
Data analytics
73%
26%
1%
Customer experience/centricity
72%
26%
2%
Innovation
68%
31%
2%
Brand purpose
65%
32%
3%
Consumer insight
65%
34%
1%
People management/leadership
61%
38%
2%
Customer retention
55%
41%
4%
Business growth/development/strategy
50%
49%
1%
Creative strategy
48%
49%
3%
Return on investment and performance management
45%
51%
4%
Marketing strategy
44%
54%
2%
Public relations
32%
55%
12%
Sales growth
32%
65%
3%
15
A role in transition
In sum, the role of the CMO is not dying, but in transition. The marketing function has grown beyond its traditional role. Some even suggest the CMOs role has grown beyond the capacity of one individual.
However, the traditional mindset and beliefs
of marketers persist, that longer term, brand building and purpose are still the underlying essence to the role, that marketing is about creating value for their customers as much as for their business and, as such, encompasses, as Regis McKenna put
„everything‟. But the shift towards customer and data centricity cannot
be ignored. The art of marketing is becoming more of a science and marketers need to adapt. The marketers we spoke to recognise this change:
76% agree being customer led is more important than being product led
62% agree being data led is more important than being 38% creative led
16
This does not mean a fundamental shift in what the CMO and their team are trying to achieve, but rather a reappraisal of the approaches and tools they use.
Technology, data and insight, should support traditional creative methods in providing value to customers, through collaboration with the wider business. The art of marketing should not be lost at the expense of bringing the science in, the art is how it’s interpreted into building better relationships with the customer.
Marketer
with 20-30 years‟ experience, FMCG, Turkey
“The marketing department will not die. It will evolve to have new skills, but brands will still be the key for companies who aim for long term growth.”
Ivan Pollard SVP, Global Chief Marketing Officer
General Mills
“I want the art and the science of understanding the consumer.”
17
Roel De Vries
SVP, Global Marketing, Customer Experience and Brand Strategy, Nissan
Adapt or die
The skills required of the future marketer
“[The] obvious skill gap we have is around the data, the technology, maybe business understanding, so, financials and data…we need to be really close to
We have seen that the role of the CMO is becoming more challenging, more demanding, and more varied. So, what does this mean for the marketer of the future, what new skills are required and where are the biggest skills gaps currently?
The consensus amongst
our senior marketers is that, nowadays, general business acumen and entrepreneurialism, are more important than just understanding traditional marketing fundamentals. Here we look at the technical and softer skills deemed important to succeed in marketing in the years to come.
our consumers and we need to be able to use the data, use the insights, to change the creative, to change media allocation, to change the way we do things”
18
19 Balancing Tech Practises with Marketing Theory
In terms of technical competencies, data, martech and insight skills are in demand. More seasoned, as well as nationally- focused, senior marketers still place value on and maintain the importance of fundamental marketing fundamentals.
85% agree that a high level of data analytics and insight generation are important for someone working in marketing today
87% agree a high- level understanding of digital marketing tech and new platforms is also important.
Cultural sensitivity 80%
Business acumen 78%
Entrepreneurialism 75%
A global mindset 71%
Marketing fundamentals 67%
Sales experience
Academic 44%
achievement
31% 85%
Data & insight
Digital marketing 87%
88%
Market understanding
How important do you think the following skills are for someone working in marketing today?
Raja Rajamannar
Chief Marketing & Communications Officer and President Healthcare Mastercard
“Today‟s CMO, or even tomorrow‟s CMO, even more, I think, has to be really a general manager who understands the business clearly, who understands how
to connect the dots between the actions of marketing and the outcomes for the
business very clearly. So, you‟re looking for general managers who have
got a deep expertise in marketing, as opposed to marketing specialist,
who are really not doing a good job.”
In this context, academic achievement (which focuses heavily on theory) is relatively less valued. This shift has already prompted universities to adapt, with some now attempting
to balance fundamental marketing theory with real- world practise initiatives in order to better prepare the marketers of the future9.
In other examples, CMOs are collaborating with academia to provide more relevant training, including having professors shadow
them to better understand the current CMO role,
and offering internships on projects with significant and real-world implications10.
What’s clear is that future marketers need to be able to balance theory with practise. They need to have the technical, data and martech skills, but also the know-how to use them
in fulfilling the traditional marketing role.
9Marketing Week article https://www.marketingweek.com/universities-combining-marketing-theory-with-practice/ 10Marketing Week article https://www.marketingweek.com/mastercard-existential-crisis-CMOs/
20
People Skills for a People- Centric Role
Spencer Lee
CEO, Air Asia BIG Loyalty
“I always tell my team “sometimes we have to learn to be human being first, before we do business”. It means to be human means,
you have to be humble, respectful, transparent, have a good heart.”
A more generalist role also requires a range of softer skills. Our senior marketers see an extremely
wide host of personality traits and capabilities as key
to keeping up with the evolution of the marketing role. In fact, all traits we measured were valued highly, passion is desired as much as curiosity, flexibility as much as innovation.
Further emphasis on empathy and cultural sensitivity highlight that broad, people skills are essential to marketers who must increasingly understand the customer and collaborate with other colleagues in the business. Even with a rising demand for data skills, leadership, curiosity, and passion are still valued more than intuition and logic.
How important do you think the following personal skills are for someone working in marketing today?
Intuition
Logic
Efficiency
Empathy
Creativity
Leadership Innovation
Courage
Ethics
Curiosity
Energy
Passion Flexibility
21
91% 91% 91% 91% 88%
88%
88%
87%
86%
86%
86%
81% 77%
Roel De Vries
SVP, Global Marketing, Customer Experience and Brand Strategy, Nissan
“We are going to struggle to find people who have [data analytic] skill, and still understand how you build a brand and still understand how you engage with consumers and still understand how you manage creative processes we need to create a new
culture, new structures, new mindsets from within the organisation”
Current performance and skills gaps
When asked how their own teams perform on these key competencies and capabilities, our senior marketers highlight several areas that need addressing.
They rate their teams highly on understanding of digital marketing tech and new platforms, but data analytics and insight generation perform relatively below average given its stated importance. They also feel their teams currently underperform on general business acumen, leadership and entrepreneurialism despite the importance of these skills.
22
Technical Skills – Gaps to bridge
Important but currently underperform
Important and performing well
High level understanding of data analytics and insight generation
High level understanding of digital marketing tech and new platforms
Market/competitor understanding
General business acumen beyond marketing
Entrepreneurialism
Cultural sensitivity
Global mindset
High level understanding of traditional marketing fundamentals
Sales experience
Less important but underperforming
High academic achievement
Less important but performing well
PERCEIVED CURRENT PERFORMANCE
23
LEVEL OF IMPORTANCE
The value of softer skills
24
Important but currently underperform
Important and performing well
Curiosity
Courage
Leadership
Flexibility
Passion
Innovation
Energy
Ethics
Creativity
Efficiency
Empathy
Logic
Intuition
Less important but underperforming
PERCEIVED CURRENT PERFORMANCE
Less important but performing well
LEVEL OF IMPORTANCE
Regional differences
Marketers are not the same the world over – we need to think globally, but acknowledge market differences.
European marketers valued short-term growth and sales more than other regions
Areas of focus
• A high-level understanding of data analytics and insight generation
• General business acumen beyond marketing e.g. finance
• Entrepreneurialism
• Courage
The Americas over-indexed against brand purpose and collaboration
Areas of focus
• A high-level understanding of data analytics and insight generation
• A high-level understanding of digital marketing tech and new platforms
• General business acumen beyond marketing e.g. finance
• A global mindset
• Entrepreneurialism
• Curiosity
• Efficiency
• Creativity
In the Middle East and Africa leadership, digital
skills and innovation
Areas of focus
• Entrepreneurialism
Asia , usually known for a thirst for knowledge, put less importance on a breadth of skills Areas of focus
• A high-level understanding of data analytics and insight generation
• General business acumen beyond marketing e.g. finance
• Entrepreneurialism
• Innovation
• Leadership
• Courage
25
Some of these skills may develop with time, but is there more the industry could be doing to find or develop more well- rounded marketers? Our data also shows that, perceived performance on ongoing training and
development is below the expected average. More investment in this area
is likely needed to meet the challenge of shaping future marketers in the desired mould. It will also fall to the CMOs to manage their teams and inspire others to perform as needed.
More is also needed to improve diversity and inclusivity, both of people and ideas. Fortunately, this is something that our senior marketers value.
Ninety-three per cent agree that welcoming the ideas of all team members no matter their seniority and cultural background is important, and 86% agree on the importance of having a team with a range of backgrounds and expertise.
Spencer Lee
CEO, Air Asia BIG Loyalty
“Diversity drives business”
Ivan Pollard SVP, Global Chief Marketing Officer
General Mills
“We have to start embracing the whole of diversity as diversity of thinking; you get better ideas where people see the same thing from a different viewpoint. [If] everybody‟s looking at the same thing in the same way, you won‟t find something new”
26
Ivan Pollard SVP, Global Chief Marketing Officer
General Mills
“Diversity and inclusion… Yes. Great having the people on your team, but if you don‟t
allow
them to play, you don‟t score more goals. How do we make sure that we have people‟s kind of training taken into account in order to enable their voice to be heard
and their ideas to be absorbed? And it doesn‟t mean that those ideas will win. But if you don‟t mix them into the pot, you won‟t get differential ideas.”
To what extent diversity and inclusivity are being incorporated, however, is a different question. Often, qualities and abilities tend to be overestimated (known as illusory superiority11), and the high ratings marketers have given themselves could reflect an overestimation of reality. Indeed, a recent UK study highlighted both the relative lack of diversity of those within advertising and the effect that has on unconscious bias12. To
be truly influential both in a collaborative working environment and with a range of audiences, more needs to be done this decade than paying lip service to these themes.
11Oxford reference https://www.oxfordreference.com/view/10.1093/oi/authority.20110810105237549 12Trinity Mirror Solutions White Paper – Why we shouldn’t trust our gut instinct
27
In search of the „unicorn marketer‟
Thus, the ideal marketer is expected to be a „Da Vinci in aggregate‟13, combining the strengths of both „left‟ and „right-brained‟ individuals into one that can interpret data into insight, marketing messages and growth. They need to be:
It‟s questionable whether this „unicorn marketer‟ exists. It‟s unrealistic to expect an individual to have this complete skillset or to be an expert in all these areas.
With the changing role of the CMO and marketing more broadly, it will be up to senior marketers to build a wider team from which they can call on these expertise collectively and find a way to work together and deliver sustainable excellence.
Ultimately, the whole is greater than the sum of its parts.
13The Economist – Six Visionaries Speak – Aditya Joshi
28
Diverse, inclusive and collaborative
Technical and logical, whilst also empathetic and ethical
Possessing strong leadership skills yet entrepreneurial
Experts in marketing, but with general business acumen
Both data literate and creative
Having a longer term, sustainable, impact
Once the foundations of a good team have been
laid, senior marketers have the power to influence not only the direction of their own businesses but also encourage positive change in their customers and wider society. Leveraging the new skills required to enable sustainable, long- term growth, the potential for real change is not out of reach.
Most senior marketers clearly feel a sense
of duty beyond their everyday role. In fact, 84% think marketing should transcend business goals and have a positive impact on wider society. Another half agree that brand purpose is more important than profit, even if this remains more the preserve
of younger marketers. Despite this prevailing sense of purpose, only:
62% agree that collaboration with the wider industry is important.
91% placing significance on collaboration with the rest of their business.
While the importance of working together with those around them is understood, this points to a tendency towards introspection within marketers. Indeed, much has already been written about the unconscious bias of advertisers and marketers who operate within their own bubble.
29
To reassert the role and value to the business of the CMO, influence is important. As Barta & Barwise claim, “your power lies in the space where customer and company needs overlap 14 .” Listening to and understanding a range of perspectives, both those of colleagues and consumers, can
only build the ability to influence. Ignoring wider collaboration or the learnings of academia is risky. In fact, our senior marketers themselves recognise that, to feel valued, they need to feel like they collaborate well with other units of the business.
One marketing VP in the Media & Entertainment sector feels highly valued precisely because:
“Marketing is at the center of most of the company‟s
decision making and works in full collaboration with other areas.”
And some of CMOs are already on top of this:
Spencer Lee
CEO, Air Asia BIG Loyalty
“We have the right attitude in the sense that we‟re constantly out there, learning with our industry partners.
We are big believers in collaboration with industry players.”
As this cannot be said for all senior marketers, more needs to be done to ensure sufficient
collaboration occurs across the industry.
Aditya Joshi Customer Strategy and Marketing Bain & Company
“Yes, CMOs will have a lot more responsibility. Their visibility, their profile, the profile of the marketing organisation – all are going to increase. Some of the roles will change too. But it‟s going to be critical for marketing to collaborate and be explicit about how to make big decisions across boundaries”15
14The 12 Powers of the Marketing Leader - Thomas Barta & Patrick Barwise 15The Economist – Six Visionaries Speak
30
Gerhard Fourie Director of Marketing and Brand Strategy,
Aston Martin
“Customers want to relate with brands and organisations differently. There is a definite expectation that you should do more than just tick the boxes of what it means to be a responsible corporate citizen; they expect more authenticity and greater accessibility – it is much more personal”
Fortunately, as we have already seen, diversity and inclusivity of both people and ideas is something that our senior marketers value, despite being a little overplayed at present. Also overplayed perhaps is the theme of sustainability.
Three quarters of the senior marketers we spoke to believe their business
is truly committed to environmental
sustainability, and it is considered by 80% to be the one area of their role that will grow most in importance over the next 5 years. This is despite it currently being towards the bottom of their list of stated responsibilities.
This shift is in part driven by consumers putting companies under
the microscope to an unprecedented degree, and their expectations have never been greater.
31
Fernando Machado Global Chief Marketing Officer, Burger King
“We need less talk about the change we need, and talk about the change you did for real which had an impact out there... You
need to do it first.”
Indeed, a survey by Futerra found that 88% of consumers want brands to step up on sustainable lifestyles and help them improve their environmental and social footprint in daily life 16 .
„Greenwashing‟ campaigns or just talking about values, aren‟t sufficient– the key to demonstrating true sustainability is helping the consumer
be the hero and make a difference themselves.
Some senior marketers believe the onus falls on big corporations to step in where politics are limited
– solving the challenges currently facing the world and society through drawing on their own power and reach; looking beyond to analyse
how this social impact ultimately plays out.
As with all similar themes like brand purpose, authenticity, and diversity, many marketers feel a moral imperative to take the lead on sustainability. However, they will be unable to do so alone. Only by putting the right teams in place, being more collaborative, and having
a more global outlook will CMOs gain the support and time they need to focus on these big issues.
16Futerra survey – taken from Forbes article ht...
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