Latest News from Grant Johnson

The #1 Success Factor for CMOs: Leading Change

Wed, 07 Oct 2009 15:35:13 EDT

The most essential quality and success factor I’ve seen for CMOs (at least in technology companies where’s I’ve spent the past two decades is the ability to lead successful change initiatives, especially on a global basis. I’ve seen others fail when, upon achieving executive support for a change initiative, the CMO thought that hard work was done.

The #1 Success Factor for CMOs: Leading Change

Wed, 07 Oct 2009 15:37:48 EDT

The hardest, and most essential, quality and success factor I’ve seen for CMOs (at least in technology companies where’s I’ve spent the past two decades is the ability to lead successful change initiatives, especially on a global basis. I’ve seen others fail when, upon achieving executive support for a change initiative, the CMO thought that hard work was done.

Selling the “Strategy Imperative” to the CEO

Wed, 09 Sep 2009 16:58:44 EDT

Given all the pressure to deliver "in quarter" results, it's becoming increasingly difficult to get executive attention on strategy formation and/or re-examination. Executive energy is largely consumed with driving operational excellence and available "cycles' are devoted to sales and growth initiatives designed to drive near-term, measurable improvements in sales and/or profitability. It makes sense given we are still "heads down" working our way out of an enduring global recession

Pick the CEO, Not the Company

Tue, 01 Sep 2009 11:13:16 EDT

Most organizational experts will tell you that when joining an organization, the company's culture is the key to determining whether you will thrive or suffer in a given work environment. While this is true for a mid-level manager or individual contributor, the closer you get to the top, the less the overall culture matters and the more the CEO's leadership and management style impact your work satisfaction.

Is Your Brand Architecture a Foundation or a Facade?

Sun, 30 Aug 2009 11:28:43 EDT

If you haven't revisited your brand architecture in more than a year, it's likely what you're building is a façade, rather than reinforcing a foundation. Because technology and innovation are inextricably linked, tech companies are continuously introducing new products and services, and in most cases, adding brands and sub-brands into their product portfolios. Over time, even a sound architecture can begin to crumble under the strain of too many overlapping brand layers.

Marketing Your Way Out of the Recession

Sun, 30 Aug 2009 11:24:47 EDT

It’s anyone’s guess when the recession bottoms out and we get back to growth. Rather than remain in a “state” of denial – like California did for too long – or adopt a hunker down mentality – “let’s just ride this one out” – as many companies have, there’s a middle path of taking proactive [...]

Sales and Marketing: Why can’t we all just get along?

Sun, 30 Aug 2009 11:20:59 EDT

Over the past 15 years helping clients wage war in the technology marketplace, we’ve come to appreciate that the first battle for marketing is often the one fought inside a company between sales and marketing. Let’s face it, the two functions are often at odds due to the he fundamental schism of one function primarily rewarded for delivering near term results, i.e. get sales this quarter, and the other function primarily rewarded for creating competitive advantage and building brand preference. It’s no wonder there’s a lot of finger pointing in the hallways and conference rooms across America. But when internal struggles consume cycles, it’s always with the collective company back to the customers and prospects vs. forming a customer-facing united front, the only winners in the fight are competitors who have figured it out. So here’s a few consideration for marketers on how to enter the battle – arms locked – with sales.

Building High Performance Marketing Teams

Sat, 29 Aug 2009 14:43:46 EDT

When joining a new company, it’s critical to quickly assess the team you’ve inherited to determine what level oforganization restructuring and rebuilding will be required to ensure functional success. Before rushing to judgment and a rapid makeover, take time to understand – on a personal level - the structure, composition, talent, strengths and weakness of the team. Besides the obvious gaps in competencies, under-performers and open positions, often there are more subtle clues to the most pressing organizational shortcomings as well as staff member potential.

Technology Brand Development Essentials

Sat, 29 Aug 2009 14:35:16 EDT

Having created and shaped several successful brands over the past decade, including FrontBridge (acquired by Microsoft) and FileNet (acquired by IBM), there are a few fundamentals that are key to successful brand development. It has to start at the top with the CEO supporting an investment in branding and disciplined brand management. Without that, it’s a non-starter. Given technology companies are continuously innovating and changing products, the brand strategy has to be differentiated and relevant to target markets and the executional guidelines have to be consistently applied in order for brand equity to be built over time

Technology Brand Development Essentials

Thu, 27 Aug 2009 10:00:00 EDT

Building High Performance Marketing Teams

Tue, 25 Aug 2009 08:23:49 EDT

When joining a new company, it’s critical to quickly assess the team you’ve inherited to determine what level of organization restructuring and rebuilding will be required to ensure functional success. Before rushing to judgment and a rapid makeover, take time to understand – on a personal level - the structure, composition, talent, strengths and weakness of the team. Besides the obvious gaps in competencies, under-performers and open positions, often there are more subtle clues to the most pressing organizational shortcomings as well as staff member potential.

Is Your Brand Architecture a Foundation or a Façade?

Mon, 10 Aug 2009 08:59:21 EDT

If you haven’t revisited your brand architecture in more than a year, it’s likely what you’re building is a façade, rather than reinforcing a foundation. Because technology and innovation are inextricably linked, tech companies are continuously introducing new products and services, and in most cases, adding brands and sub-brands into their product portfolios. Over time, even a sound architecture can begin to crumble under the strain of too many overlapping brand layers.

Pick the CEO, Not the Company

Fri, 03 Jul 2009 10:15:00 EDT

Most organizational experts will tell you that when joining an organization, the company’s culture is the key to determining whether you will thrive or suffer in a given work environment. While this is true for a mid-level manager or individual contributor, the closer you get to the top, the less a culture matters and the more the CEO’s leadership and management style impact your work satisfaction.

Selling the “Strategy Imperative” to the CEO

Thu, 18 Jun 2009 23:00:00 EDT

Given all the pressure to deliver “in quarter” results, it’s becoming increasingly difficult to get executive attention on strategy formation and/or re-examination. Executive energy is largely consumed with driving operational excellence and available “cycles’ are devoted to sales and growth initiatives designed to drive near-term, measurable improvements in sales and/or profitability. It makes sense given we are still “heads down” working our way out of an enduring global recession.

Marketing Your Way Out of The Recession

Tue, 16 Jun 2009 14:30:00 EDT

Marketing through a recession requires a more thoughtful approach to segmentation, customer acquisition and retention.It's anyone's guess when the recession bottoms out and we get back to growth. Rather than remain in a "state" of denial - like California did for too long - or adopt a hunker down mentality - "let's just ride this one out" - as many companies have, there's a middle path of taking proactive measures steps now, so that when growth reappears, your company is better positioned to gain an unfair share of the increased customer demand that will be there to harvest. Here are a few considerations to come out will your guns ablazing.

Sales & Marketing: Why Can’t We All Just Get Along?

Tue, 16 Jun 2009 14:15:00 EDT

Sales and marketing alignment, integration, coordination, and collaboration is key to maximizing marketing ROI and sales productivity. Over the past 15 years waging war in the technology marketplace, I’ve come to appreciate that the first battle for marketing is often the one fought inside a company between sales and marketing. Let’s face it, the two functions are often at odds due to the he fundamental schism of one function primarily rewarded for delivering near term results, i.e. get sales this quarter, and the other function primarily rewarded for creating competitive advantage and building brand preference.