CMO Huddles

Strategic Alignment Starts with the CEO—But Ends with the CMO

January 21, 2025 3:54 PM | Anonymous member (Administrator)

“Everybody knows the strategy,” said the CEO to the CMO of a public tech company. The CMO said, “I’m not sure you’re right,” and investigated. A survey of 9 execs returned with 9 different answers. The CMO added strategic alignment to her list. I had questions.

Is It the CMO's Job to Drive Strategic Alignment?

No. It's the CEO's job. In my over-simplified leadership framework, the CEO has three primary responsibilities: 1) Set the vision; 2) Hire the team (to realize the vision); and 3) Allocate resources (to execute the vision). Implicit in “setting the vision” is strategy.

But What If the CEO Doesn’t Set the Vision?

The organization has a major problem. Conflict will arise at every turn. Silos will thrive. If the CEO doesn’t set a clear strategy, the Heads of Sales, Marketing, Product, and Service will go in separate directions, ensuring chaos. No flywheel. Just chaos.

If There’s a Strategic Void, Should the CMO Step In?

Someone has to. Many CMOs are capable strategists. More importantly, they know how to drive consensus. To bring leadership teams together. To help CEOs align the organization around a crystal-clear business strategy.

What the Hell Is a Business Strategy?

Ah, there’s the rub. Defining strategy is like defining water (at least it is for me). I have to refer to experts. Alex H W Smith defines strategy as “The unique value a business provides to the market.” That works for me, at least as a starting point. You’ll need to read Alex’s book “No Bullsh*t Strategy,” to go deeper. Now prepare for blasphemy.

Strategies Are Useless

While we’re covering the basics, think ABT as in “always be testing.” No, duh, right? The only nuance I can add here is that many tests are focused on the wrong outcomes. For example, some A/B landing page tests are measured on the quantity of form fills. The result can be a lot of time-wasting follow-up on “leads” that aren’t worth the pixels they’re imprinted upon. Ideally, you’re able to track the visitor beyond the landing page to an action that indicates genuine interest (like watching a demo or checking out your pricing page). Better yet, the buyer contacts you when they’re ready.

Can You Stop Talking About Theory and Provide an Example?

You betcha. My case in point? Case Paper. It’s an 80-year-old family-run business with over 400 employees. Their strategy? Never lose a customer (by providing superior service). Using Alex Smith’s framework, I might rephrase this: “Case Paper is the only paper distributor whose service makes customers smile.” We’re getting closer.

The magic happened in the execution. Six years ago, Case Paper adopted “on the case” as the company’s mantra. Employees are encouraged to demonstrate their “on-the-case-ness” by being reliable, resourceful, and responsive. Every month, an employee is recognized for being “on the case.” Every year, Case’s biggest customers are recognized with wonderfully silly “on the case” awards.

Most importantly, all of Case’s communications are infused with dad humor and abundant color. They take customer service seriously but not themselves. Their recruitment ads are actually funny. Even their logo lockup is a pun. The words “on the” sit atop the word Case in their logo.

Get it? The CMO of Case Paper did. And now he’s the CEO.


Written by Drew Neisser

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