Three Major Roadblocks to CMOs Driving Growth

How to incorporate strategic plans into your marketing strategy

Recently, I attended a webinar that sparked some valuable insights into a challenge many marketing leaders face: effectively integrating organizational strategic plans into marketing strategies. While the concept seems straightforward, the reality is often more complex. Common barriers like strategic dysfunction, lack of planning, and failure to continuously review and adapt plans can derail even the best intentions.

Let’s explore these challenges and actionable ways to overcome them.

1. Strategic Dysfunction

Strategic dysfunction often stems from siloed work environments or unclear hierarchies. When department heads lead strategy in isolation, it can create misalignment with organizational goals. Instead, organizations should empower dedicated strategists and operational leaders with the knowledge and tools to align their work with the broader strategic plan. Key tactics for addressing this challenge: 

• Building team skills: Invest in your team’s development! Formal training in areas like business case development, financial literacy, systems thinking, and strategic planning frameworks (e.g., SWOT analysis) can make a significant impact. On-the-job experiences, such as leadership shadowing, peer mentoring, and participating in client strategy development, help connect the dots between theory and practice.

• Embedding strategy into processes: Many organizations develop business strategies and operational plans but lack a structured strategic planning process. This process should involve leadership and team members collaboratively outlining initiatives that set the stage for long-term success. AOE has developed resources on succession planning that can support these efforts.  Key skills to nurture include business and financial acumen, strategic thinking, and in-person communication. Another key strategy may include the development of practice groups, a tactic we have employed at AOE.  These groups focus on trends, best practices, and training in areas such as social media, public relations, and crisis communications, equipping our team with the tools to grow as leaders.

2. Failing to plan is planning to fail

Marketing professionals often find themselves in reactive mode, responding to internal shifts or external pressures. While some level of reactivity is necessary, a proactive approach—focused on market changes, competitive analysis, and audience insights—should be prioritized.

Proactive planning requires dedicated time and resources. This includes evaluating your audience, conducting competitive analysis, testing key messaging, and engaging in strategic frameworks like Porter’s Five Forces. However, many CMOs fall into the trap of short-termism, with only 15% planning three years or more into the future (Gartner Inc.). Leaders need to ensure that marketing team members have the time to develop strategy, review data, and think strategically about the work they do. 

3. Lack of continuous strategy review

Strategic plans are not static documents—they require regular review and adaptation. Continuous scanning of internal and external data helps identify emerging trends and risks, ensuring your marketing strategy remains relevant. Building a review process into your plans is key.  Incorporate regular (quarterly) reviews to assess progress and adjust plans as needed. Gather data from diverse sources, such as client surveys, CRM feedback, historical reports, and interviews. Assign task groups to address specific projects or challenges outside of these regular reviews to maintain momentum.

Interactive ways to encourage strategic thinking include:

• Scenario Planning: Collaborate with stakeholders to envision potential futures and prepare strategies for various outcomes. Ask questions like, “What does an ideal future look like?” and “How would we adapt if things go awry?”

• Testing and Experimentation: Explore messaging testing and other methods to refine your approach.

• Data Review: Review surveys, interviews and data reports as a team and discuss any insights that can be drawn from the information.

Understanding these common barriers to developing marketing strategy from strategic plans,  you can now outline the key steps to help avoid these issues.  We have organized the key suggestions above based on what could be done now, in the short-term, and in the long-term:

Now: 

• Evaluate the current state of your strategy plans, roles, and processes.

• Determine whether your planning process is reactive or proactive.

• Identify gaps in your data collection and explore scenario planning.

Short Term: 

• Incorporate marketing strategy roles into job descriptions and upskill your team.

• Gain leadership support for planning and implementation.

• Start regular strategy reviews and plan for longer-term testing activities.

Long Term: 

• Integrate gathered intelligence into your marketing plans.

• Align regularly with leadership on long-term goals.

• Continue investing in strategic planning processes.

Strategic planning is the backbone of effective marketing strategy. By addressing common roadblocks, fostering strategic thinking, and committing to continuous review, marketing leaders can drive growth and align their efforts with organizational goals. At AOE, we’re here to support you with resources, insights, and expertise to help you succeed.

Ready to take the next step? Explore AOE’s resources on strategic planning and skill development to empower your team and elevate your marketing strategy.