CGOs Need to Think Far Ahead

IIn the preCovid era, a Chief Growth Officer's (CGO) job role was traditionally around collaborating, measuring, and supporting growth initiatives. But the normal is not much normal today. In the international arena, organizations continue to find ways around the catastrophic effects of the COVID-19 pandemic to do business. It's no wonder organizations expect more from their CGOs. They expect CGOs to find new avenues to avoid silos, foster internal alignment, formulate go-to-market strategies, improve key metrics, acquire new customers, and retain them.

If the third wave is anything to go by, it's beyond any reasonable doubt that the subsequent few years will be dominated by several waves of partial suppression and re-confinement. Surveys suggest that most global leaders are preparing for a U-shaped recovery, considering a long gap between recession and growth. It's quite an established fact that the pathway ahead will be extremely rough for CGOs worldwide. From trimmed operational budgets to complete disruption of the marketing models and the need for new strategies, lasting effects are anybody's guess.

Going forward, it's imperative that CGOs break down silos in order to ensure better coordination between sales, marketing, and CRM to engender an overwhelming customer experience. In the process, they need to focus heavily on external marketing dynamics, customer needs, and general buyer behavior while also ensuring technology interventions wherever possible. When done right, this new, smarter aligning operations could open-up new avenues for CGOs. In this issue of CEO Insights, we are shedding light on a few of the exemplary CGOs out there.
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