As the talent landscape shifts and A-players—high performers with rising expectations—demand more from their careers, companies need to recognize that their greatest strength lies not just in what they sell, but in the people who drive their success. No longer content with just a paycheck, A-players are seeking growth, flexibility, trust, and the ability to pursue their passions alongside their careers. Companies that fail to adapt risk being left behind, stuck with B-players and C-players in an increasingly competitive market.
This shift is reshaping the role of Chief Marketing Officers (CMOs). Traditionally seen as the custodians of a company’s brand, responsible for crafting the external image that attracts customers, CMOs are now being called upon to build the internal culture that attracts and retains top talent. They are no longer just brand builders; they are culture builders. And the impact they can have on a company is enormous—if they execute this responsibility well.
The Power of Culture in Building a Brand
Brand culture has become a strategic imperative. According to research by Deloitte, 88% of employees and 94% of executives believe a distinct workplace culture is important to business success. Companies with strong cultures aligned with their brand values are more likely to attract top talent, foster innovation, and create loyal customers. CMOs are uniquely positioned to drive this alignment, leveraging their deep understanding of the brand’s mission, vision, and values to cultivate a thriving workplace culture.
An anecdote that underscores this shift is Airbnb’s decision to prioritize culture-building as a business strategy.
Brian Chesky, Airbnb's CEO, once famously remarked, "Culture is simply a shared way of doing something with a passion." He went on to say that for Airbnb, culture became the foundation for scaling the business. By embedding the company’s core values into every aspect of the employee experience, Airbnb was able to create an environment that attracted A-players and aligned them with the company’s mission.
Netflix is another powerful example of the importance of brand culture. In No Rules Rules: Netflix and the Culture of Reinvention, co-authored by Erin Meyer and Netflix CEO Reed Hastings, Netflix's culture is described as one built on the principles of freedom and responsibility.
As Hastings explains, "Our version of the great workplace is not comprised of sushi lunches, great gyms, fancy offices. Our version of the great workplace is a dream team in pursuit of ambitious common goals."
This culture of high performance and autonomy has been critical to Netflix’s rapid growth and success.
Building a strong brand culture means creating a workplace where the company’s values are lived every day, where employees feel connected to the brand’s purpose, and where they are empowered to contribute to the brand’s success. It means fostering a culture of trust, collaboration, and growth—a culture that attracts and retains the best talent.
The CMO's Role in Shaping Corporate Culture
The evolving role of CMOs goes beyond marketing campaigns and customer engagement. They must now take an active role in shaping the company’s culture, working closely with HR and operations to ensure that the company’s values are reflected in every aspect of the business—from hiring practices to employee development to day-to-day operations.
CMOs can lead this cultural transformation by:
Championing the Brand’s Purpose: CMOs are the stewards of the brand’s purpose. A survey by LinkedIn found that 71% of professionals would be willing to take a pay cut to work for a company that shares their values and culture . By ensuring that this purpose is clear, compelling, and aligned with the company’s culture, CMOs can help create a sense of shared mission among employees.
Communicating Core Values: Culture is built on values, and CMOs are experts in communicating those values both internally and externally. By consistently reinforcing the company’s core values through storytelling, internal communications, and employee engagement initiatives, CMOs can help embed these values into the fabric of the organization.
CMOs as Driving Corporate Strategy: CMOs are now asked to design strategy workshops, leadership games, and experiences that not only build leadership bonds but also inject the company’s brand values into every interaction. By using these platforms, CMOs can drive alignment among leadership teams, ensuring that the strategic direction is both inspiring and reflective of the company’s core mission. This alignment is essential for keeping A-players engaged and motivated, as they want to be part of a company that is purpose-driven and strategically sound.
The Impact of a Strong Brand Culture
When CMOs embrace their role as culture builders, the impact on the brand can be profound. A strong culture not only attracts top talent but also boosts employee engagement, productivity, and loyalty.
According to research by Gallup, companies with highly engaged employees outperform their competitors by 147% in earnings per share. This leads to better business outcomes, from increased innovation to improved customer satisfaction.
Moreover, a strong culture can be a powerful differentiator in a crowded marketplace. Companies with a clear and compelling culture are more likely to stand out to both potential employees and customers. They are seen as authentic, purpose-driven, and committed to making a positive impact on the world.
In a market where A-players want more—more growth, more flexibility, more purpose—companies that fail to adapt will be left behind. CMOs have a unique opportunity to drive this adaptation by building cultures that align with their brand values and meet the evolving needs of top talent. The value they can create for the brand is enormous, but it requires a shift in thinking. CMOs must move beyond traditional marketing roles and embrace their new role as culture builders. Only then can they unlock the full potential of their brand and ensure its success in a rapidly changing world.
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