In the realm of B2B organizations, CMOs and other marketing leaders must develop team charters to delineate roles and responsibilities, establish team objectives, and identify key performance indicators. Team charters bring clarity to the purposes served by functions as well as individual roles. In this report, we introduce a template for marketing team charters, which are a key deliverable within the third pillar (concept) of Forrester’s Eight Cs of Effective Organizational Design (see Eight Cs Of Effective Organizational Design: Concept ).

Jennifer Ross

Winning the trust and confidence of the board of directors is critical for revenue engine leaders — vice presidents of sales, marketing, or product — who want longevity in their roles. Once the board has lost confidence, it can be difficult, if not impossible, to regain credibility. Research on boards of directors typically focuses on board composition and dynamics between board members, not on understanding board members’ candid views on vice presidents of sales, marketing and product and the revenue engine function. In this report, we share unique research that reveals what board members expect from revenue engine leaders, how to gain the board’s confidence and what pitfalls to avoid.

Jennifer Ross

In recent years, marketing organizations have seen the rise of completely new teams (e.g., customer experience, demand centers), new roles (e.g., data analysts, content operations), and new competencies (e.g., technology, analytics), all of which have created widespread skills gaps. As a result, marketing enablement is an increasingly complex and important responsibility for all B2B organizations to address. In this report, we introduce the Forrester Marketing Enablement Process Model, a structured approach to operationalizing marketing enablement within B2B organizations.

Jennifer Ross

It is a core responsibility of the B2B CMO to establish and sustain a high-performing marketing organization that is equipped to support the company’s business objectives. Whether building a marketing organization from the ground up, uniting separate marketing teams, or enhancing the performance of an existing organization, CMOs must nurture their marketing organization as an ecosystem that comprises multiple components. The interconnection and interaction of these components dictate how the organization will perform. In this report, we define the core components of the Forrester B2B Marketing Ecosystem Model that are required for marketing leaders to build a high-performance marketing function in their organization.

Jennifer Ross

Instilling a culture of measurement is a priority for every B2B CMO. Marketing leaders rely heavily on their marketing operations team and available data and technologies to achieve marketing measurement objectives. Regardless of the technology used, the measurement journey is not autonomous — the CMO must establish a precise destination, and be ready to step in at any time. In this report, we examine the role of the CMO in the three phases and seven stages of the Aligned Measurement Process Model.

Jennifer Ross

B2B marketing leaders implement organizational changes for a variety of reasons: to facilitate mergers and acquisitions, support new business models, create efficiencies, and improve overall performance. In the absence of wider organizational needs, a marketing leader may simply want to create a career path for existing resources. The drivers may vary, but the challenge remains the same: Most organizations lack a systematic approach to organizational design. This report introduces a structured approach to this process that ensures decisions are made in the context of organizational growth objectives, along with key activities and deliverables that drive effective organizational design.

Jennifer Ross