Marc de Swaan Arons traces marketing’s loss of strategic influence to a decade of digital distraction, and sets out the multi-stakeholder growth evidence and the Da Vinci leader profile he argues should replace it.
Marc de Swaan Arons traces the Institute for Real Growth from a WPP research initiative to an independent program with 850 CMOs through it. He sets out what Humanized Growth means, and what the AI study with Google found.
Andrew Clarke sets out how a private, family-owned business defines growth across four measures, why staying the course beat every other behavior in its own study, and what that asks of marketing.
Deepak Chopra reads the pandemic year as a passage through the stages of grief, and puts employee well-being first in a chain that ends with investors.
Lorraine Twohill describes how marketing at Google moved from late-stage packaging to early product definition, and what a personal purpose looks like when it becomes a program.
Diego Scotti describes how Verizon put four stakeholders into a single measured scorecard tied to leadership pay, and how a request for agency diversity data became a forcing mechanism.
Lucas Perraudin maps how people still shop, how they increasingly shop, and how they are starting to shop. The four modes coexist, and each rewards a different marketing strategy.
Kerris Bright sets out five habits that have carried her through five chief marketing roles, and a definition of growth for an organization that has to serve the whole country.
A chief executive who came up through marketing and a global capability lead describe how a cost-disciplined company learned to be creative, and what leadership looked like in the first weeks of the pandemic.
In this excerpt, Marc de Swaan Arons accepts that many companies spread marketing’s strategic work across other functions, and offers one test of whether that works.
