The Reputation Institute's US MD and partner, Anthony Johndrow, recently penned a piece for Forbes.com about the role of reputation on a company's success and how executives - whether CMO, CCO, or chief reputation officers - can contribute to the strategy. He writes:
People care about the companies behind the products and services that they purchase. The opportunity here is to leverage the company as a strategic asset to drive sales and market share... Today's "chief reputation officer" (whether CMO or CCO or a hybrid) has the opportunity to drive competitive advantage...
Johndrow suggests, though, that this shifting perspective, puts the traditional CMO career path in jeopardy, while opening opportunities for those who can adapt to a new set of business objectives and thinking.
From a career development standpoint, the emergence of corporate reputation has thrown a monkey wrench into the best-laid plans for CMOs to maintain their primacy. Today it's about balancing the seven dimensions that make up corporate reputation (product/service, innovation, governance, workplace, citizenship, performance and leadership), namely going beyond product and service promises that are still rooted in 20th-century brand-building assumptions. The evolution of the role of chief reputation officer is still in its infancy, but one thing is clear: It's not about just getting involved in social media, it's about giving the company a voice in the formation of its reputation.