Outsourced CMO Blog

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Will an Expert-on-Demand plug and play model work well for organizations?

For individuals climbing the corporate ladder, full-time permanent jobs have always been the go-to event. As the private corporate world faces a 180° paradigm shift owing to the covid-19 pandemic, the hiring sector is visibly juggling between perm and temp hiring. Increasingly, the idea of self-dependency, entrepreneurship or intrapreneurship, and having a life-work balance as opposed to work-life, has been taking the front seat and workplaces are adding a new chapter - Expert-on-demand . Notably, the addition of expert-on-demand hiring has not replaced permanent hiring. Instead, as new roles and responsibilities have come up post-pandemic, experts believe that hiring has become selective in these roles. For example, an expert-on-demand will work best for functions such as marketing, sales, cyber security, and some finance functions such as restructuring, taking the company public, etc., which are important but may not be a part of the organizational expertise. Meanwhile, roles suc

How startups can crack the marketing conundrum

Mapping the startup landscape can be an insightful exercise, one that throws up as many don’t’s as do’s. In hindsight, successful or failed startups would point to many defining factors and one that invariably stands out is the viability of a venture’s marketing strategy. We are living in times when stories are all that matter - narratives that are endorsed in a social media driven eco-system and which get translated into the right optics for your product or service. Controlling this narrative is a matter of investing in marketing resources efficiently. In a conversation with Forbes magazine, Kipp Bodnar, CMO of HubSpot, a business growth platform , has an interesting observation to make regarding startups and their marketing approach, “They have one marketer. They essentially have 30-50 hours of labo u r a week. The firm/marketer decides to do the following 1) W eekly email newsletter 2) Social media communicat ion 3) M arketing automation 4) Monthly Blog . In addition, the

Sharing Office space is a good idea , so is sharing C Level Managers

Yes indeed, these are exciting times. We are inching towards a fully digitalised world, all thanks to the rapid advancement in technology. But this comes with its own set of challenges that confront every part of the society and business is no exception. Businesses have had to evolve strategies and embrace new technologies to keep pace with this rapid transformation be it the increasing use of AI and automation for a variety of purposes, the use of various software, 3 D printing, collaborative consumption etc. What is the issue ? But one issue that continues to remain steadfastly in the current fast moving digital era, is the issue of talent sharing across domains. Even as the employment landscape and norms are changing with the emergence of the gig economy and businesses themselves are resorting to the contractual method of work on an increasing scale it is pertinent to ask how fair is it to restrict the natural flow of talent possessed by professionals and debar them from

Are successful leaders overly followed?

A leader who thinks and brings his thoughts to reality impacting several people to learn, inspire, create with his innovative ideas, while demonstrating change and replicating success, at a larger scale comes under Thought Leadership. Such people bring about a radical shift in innovation [1] , design and vision by affecting industries and also entire ecosystems. They revolutionize their surroundings to such a large extent, simply by what they do, that they automatically enroll more and more people to join in their efforts. Thought Leaders are learned and informed people, sometimes with years of research and knowledge under their belt as well as experts in their domain. Their stories are covered widely, contributing to the success they are today. By de facto standards, one looks-up to successful people. It is but natural for human beings to ‘Follow the Leader’ but more so, as it is ingrained in our psyche through several systems such as education, psychology, business modalities, semi

Did CEOs knew this is coming ?

The air was ripe with the fruity flavours of pomegranates and berries, while the sturdy mountains of Teheran were still capped with snowflakes. The flamboyant and modernist ruler of Persia, Shah Mohammad Reza Pahlavi suddenly fled his vast kingdom in the face of emerging opposition from the conservative Islamic cleric Ayatollah Khomeini. Shah’s escape overseas marked the end of 2, 500 years of Persian monarchy in Iran and the beginning of hard-line Islam, and a revolution that was to plunge the nation into the throes of chaos and unrest. Why did the mighty Shah flee so suddenly like a deer encountering a hungry lion? Perhaps he had predicted the tumult his country would undergo thereafter…Perhaps he had gauged his declining popularity…Perhaps he knew he could do nothing to stop the spread of hard-line Islam and that of the Ayatollah. Was it his intuition? Or premonition? Or a vague hint about the conspiracy that was to transpire? Fast-forward 41 years and the winter months of

Smart Thinking For Smart Businesses

It’s a friction-ridden era. Markets are staring at a slowdown and layoffs could be rampant. In fact, pink slips are already around. Startups like OYO and WeWork have already laid off thousands of their employees. According to a New York Times estimate, over 30 global Startups have fired more than 8, 000 professionals in the last few months owning to a downturn in business. It’s sort of a norm with today’s employers to fire during slowdowns and hire again during an uptake. But this hire-and-fire policy does not bode well for Startups, SMEs and upcoming ventures that need talent, especially at the C-level, in quick succession to churn out compelling results. Startups need experienced hands to steer their fledgling ship through a choppy ocean. From Chief Marketing Officers, Chief Sales Officers, Chief Sustainability Officers to Chief Data, Information, Technology and Executive Officers; C-suite titleholders strategize, manage revenues and operations, and ensure the organisation

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