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Purpose Disruptions triggered by exogenous factors like pandemics and economic/political conflicts are a growing challenge for businesses worldwide. Sudden shifts in the environment, and in consumer behavior, fundamentally threaten the core assumptions that a marketer lives by, and there is a need to rethink the CMO’s role in disruptive contexts. This paper aims to provide a framework which can help CMOs navigate disruptions. Design/methodology/approach A theories-in-use approach with mixed methods is adopted. Study 1 is based on self-report diaries maintained by CMOs, before and during the disruption period, and Study 2 is based on qualitative interviews with CMOs. Findings The authors propose a conceptual framework, to help CMOs steer their organizations through disruptions and build resilience. In addition to outlining the role of the CMO, the authors also bring out the role of the Board/TMT in empowering them. They contribute to DMC literature by identifying “prioritizing” as a fourth DMC dimension and outlining mechanisms to strengthen DMCs. Research limitations/implications To enhance generalizability and application of the proposed framework, there is a need to study CMO behavior in multiple disruption contexts and track performance outcomes. Practical implications This research outlines the key focus areas, key enablers and mechanisms, which CMOs can leverage to navigate disruptions. Social implications Sustained exogenous disruptions impact society as a whole and individuals differ in their ability to deal with uncertainty. The authors shed light on how CMOs can support internal and external stakeholders at such times. Originality/value This research fills an important gap in the study of CMO roles and disruption leadership.
Sharma et al. (Fri,) studied this question.