We have a saying at Percolate about our aspirations for our customers:

  1. We want to make the CM the CMO
  2. We want to make the CMO the CEO

So how do we accomplish this?

It starts by shifting the way the marketing departments think. One of the biggest challenges in modern marketing is moving beyond episodic, campaign-based storytelling and into real-time content that is always on.

Marketers are coming from a world where storytelling lasted months, not minutes. Where reach was defined by DMAs, not continents and where content was a very expensive story that ended after 30 seconds instead of a continuous, pull-to-refresh, stream of messages.

In order to properly solve this challenge, the CMO must understand the social support workflow (e.g. the operational model) is table stakes. The larger issue is what to say, day-in-and-day-out, across multiple channels. There is a need to blend art and science while staying on message, in real-time.

The answer is for marketers is to think in systems. From the CM to the CMO, day-in-and-day-out marketers must follow a process to deliver on the increasing demands of a global content strategy.

There are a lot of big questions that marketers need to ask themselves: In a social world, can all content still be created in the same linear way with things like production calendars and long approval processes?

For the most part, all content before social was designed this way. But how does that change when you need to create a message one minute about your latest product and then the next minute you need to tweet out your condolences to the folks that were just affected by a bombing at a marathon you sponsored?

At the end of the day social isn’t a line item on an Excel sheet that has to pass procurement. It isn’t how you complement your TV spot. Social is the new way of thinking about building systems inside of a marketing organization. The CMO that thinks in systems will have the ability to scale this operation as they become the major touchpoint to consumers and employees inside their organization. They can make a very good case for themselves as to why they should run the entire enterprise. The case to transition from the CMO to the CEO.

CMOs must find themselves in the social trenches with the CM, building the systems to help scale their organization and raising the status of the folks doing the work that is moving the business forward.

That is the promise of social and the opportunity for the folks from the frontline to the boardroom.