The Learning Objective was to teach how can a CEO contribute to the marketing performance of the company.
The content as well as tone of the class presentations was off the mark (this was expected) (sometimes one learns better by knowing what one should not do). The content of a CEO's important speech should not be marketing (it should be corporate) and it should not be inconclusively analytical (it should be decisive and action oriented) and it should not address a functional problem (it should be a cross functional and corporate level issue.
Halfway through the sessions I introduced four frameworks
- 7S
- Corporate value depends on the extent of tangible and intangible resources
- Intangible resources are relational, human and structural
- strategy is fundamentally as a process of allocating resources to opportunities
I asked the class to formulate what the CEO should say such that it meets all of the 3 following criteria
- decisively influence staff, structure, structure, systems, values and style
- In doing so he should not overstep on the decision making of the functional or divisional heads
- he must address the areas which really matter to the company
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