By undertaking and activating an CMO, operative analysis is facilitated with an eye toward innovation, critical elements, and conflicts within organizations, thus bringing to the surface points of strength, resources that have been marginalized, unrecognized or penalized by the old system of communication. In addition, the CMO has external impact because it communicates to the stakeholders – in practice – the innovation processes underway. For instance, a modification to the social media strategy, organization of an event according to an approach that the old system of communication had never considered, a customer service center for users/clients that reaches out in an unexpected and more effective way compared to the past. These are all examples of ways people can perceive, in practical terms, changes that indicate steps toward innovation, and they also help people get a sense of the strategy behind the new communication, even if it is still under construction.
However, the CMO above all generates a spirit of sustainable collaboration that a top-down approach to innovation could never achieve. Why? Because all the stakeholders, whether they’re internal or external, feel that they’re part of an innovation process since they feel, each in their own way, as if they are generating it themselves on a daily basis.