Many CMOs wish to improve their capacity for innovation, ability to handle uncertainty, and decision-making capabilities. Research from Deloitte Australia shows that developing a more inclusive leadership style and building diverse teams could go a long way toward helping these marketers achieve their developmental goals.

In this new age of the “always-on” consumer, many marketers are evolving from a campaign model to a “brand as publisher” model, producing a steady stream of content for multiple websites, social media, newsletters, and other consumer channels. This represents a big shift for brands, and it’s forcing them to rethink how they organize for increasing volumes of content, including putting new people, processes, and tools in place—all aligned for content that delivers on their brand strategies.

When Daryl Brewster took over as Krispy Kreme’s turnaround CEO in 2006, the company faced significant challenges, including large amounts of debt with negative cash flow, lawsuits, and high employee turnover. Brewster, now CEO of CECP: The CEO Force for Good, speaks with Mike Kearney of Deloitte & Touche LLP about how Krispy Kreme set out to reduce debt, expand globally, and restore its tarnished brand.

A new study from the CMO Council and Deloitte LLP finds that CMOs are expected to drive growth and create value for their organizations, but they spend the majority of their time on functional activities, such as attending meetings and reviewing budgets. An interactive infographic highlights some of the top findings.

Complying with government regulations is a challenge for most businesses, often causing delays in new business openings. Government agencies can improve the process by adopting a customer experience mindset, applying three core principles that will lead to better government-to-business relationships.

The increased focus on marketing technology over the last few years and the importance of customer data suggests that “tech fluency” has become much more important for CMOs and their organizations. Just how tech fluent are most CMOs, and how can they expand their tech expertise? Ed See, a principal at Deloitte Digital, offers some tips.

Travelers are expecting much more from their hotel experience than just a place to rest their heads at night. Increased competition from home-sharing services, the advance of new technologies, and expectations of seamless customer service are creating an imperative for hotel companies to reinvent the customer experience. CMOs can play an important role in creating the hotel of the future.

Mastercard, the global payments technology company, has been expanding its “Priceless” advertising campaign for almost two decades. In this Q&A, Raja Rajamannar, the company’s chief marketing and communications officer, sheds light on how Mastercard has grown its connections to consumers as their media and device habits change. He also discusses the brand’s transition from storytelling-focused advertising to experience-led marketing, the new age of digital-wallet transactions, and the ways CMOs can be more effective.

Millennials in the workplace are having a profound impact on how organizations recruit and retain employees. Today, an open talent network is replacing the long-term tenure model of employment. Mike Fucci, chairman of Deloitte LLP, discusses why it’s important for CMOs and other leaders to sponsor young professionals in order to develop future leaders.

A rewarding customer experience (CX) is table stakes for today’s marketers. Yet while many organizations are investing heavily in CX, they often struggle to improve and personalize it in a systematic, measurable way. To make their efforts more effective, companies may have to rethink customer value and use real-time analytics to drive continual improvement.