Marketing’s claim to the C-suite is more than strong enough
Marketing is infuriatingly hard to articulate, and apt to languish unnoticed and unappreciated by those in harder-edged corporate roles. It can, however, make the difference between a corporation and its brands hobbling along the ground or soaring up into the stratosphere.
The chief executive has decided to gather the leadership together to devise a new five-year plan for growth. And wants total focus. Away from distractions. Away from devices. Somewhere different, quiet, literally above the fray.
A hot air balloon has been prepared. Inside the basket now sit the heads of finance, operations, legal, sales, information, HR and marketing. Plus the CEO. And a pristine flipchart on a stand. Over the next two hours, the new strategy will pour forth and be set down.
But there’s a hitch. Just before lift-off, the CEO is informed that the group is too heavy. Someone will have to step out. Someone’s voice will not be heard. Whose?
In the tradition of the balloon debate, each leadership member will now argue why it should not be them.
