A Focused Approach
Given the increasing pressures and disruptive forces they face, marketing organizations can’t be blamed for trying to be everything to everyone. With so many opportunities to connect with consumers and businesses in new ways, it is difficult for marketing leaders to know which capabilities are worth pursuing. But the success of top marketing organizations has demonstrated that playing a key role in two or three differentiating capabilities, tied to the company’s overall capabilities system, is far better than being above average in many.
Once these right-to-win capabilities are established, marketing leaders can methodically evaluate their talent needs, create tailored compensation and incentive programs to drive capability-building behaviors, and attract and cultivate the kinds of future leaders who will enable their companies to adapt and succeed in any environment. A marketing organization that engages in capability building and talent development in this careful and coherent way will put itself in a position to face mounting pressures and prove its worth to its company’s overall strategic mission during these rapidly changing times.
Reprint No. 12202
- Thomas Ripsam is a partner with Booz & Company’s organization, change, and leadership practice, and is based in Florham Park, N.J.
- Yogesh Pandit is a principal in Booz & Company’s consumer, media and digital practice, and is based in New York.
- Caren Fleit is a senior client partner based in Korn/Ferry International’s New York office.
- Also contributing to this article were Booz & Company principal Josh Peters and Korn/Ferry International senior client partner Jennifer Carroll.