Across our interviews, energy CMOs are applying this arsenal with increasing precision: LINKING EX AND CX CMOs are mapping the internal employee journey with the same care they give to the customer journey. Culture training must be embedded into business strategy, with insights from brand trackers and employee feedback utilized to create an authentic, lived experience of the brand—from the boardroom to the field. STORYTELLING TO MOBILIZE EMPLOYEES Storytelling is being used to humanize strategy, inspire alignment, and connect employees to the brand’s deeper purpose. From our research, we heard about the impact of storytelling in making organizational change relatable, anchoring values across geographies, and simplifying cultural narrative for global translation. DIGITAL FOR A UNIFIED BRAND EXPERIENCE Digital tools and data are powering this transformation. CMOs are applying targeted content, analytics, segmentation, and omnichannel distribution to internal engagement to turn the employee audience into a measurable, influenceable community. UTILIZING BRAND IN TALENT ACQUISITION Brand is being used as a magnet for talent. The same techniques used to attract and convert customers—distinctive positioning, emotional storytelling, tailored messaging—are now being deployed to win over top candidates. Many CMOs are applying “account-based recruiting,” treating job candidates with the same personalization and brand-led experience as potential clients.
what he calls a “cult within CFS”—a brand culture driven by mission, clarity, and immersive experience. “It’s not about comms,” he said. “It’s about experience. It’s about engagement.” LEVERAGING MARKETING’S MUSCLE If there is a shared advantage CMOs bring to this new cultural remit, it is their fluency in storytelling, digital aptness, and utilizing brand for talent acquisition. As Blatch noted, HR’s traditional tools—surveys, policy, process—aren’t always sufficient in a hybrid, distributed, digitally-driven workplace. Marketing, by contrast, is built to communicate across channels, to use data to optimize engagement, and to construct narratives that unify. This is where CMOs are stepping in to complement HR. CULTURE AS A GROWTH LEVER Once considered the domain of HR, culture is now recognized as a powerful lever for performance. In the energy sector, sustainable growth is dependent on cross-functional harmony—particularly between the CEO, CHRO, and CMO. Internal culture must align seamlessly with the external brand promise to deliver the kind of customer experience that builds trust and loyalty. Each function brings distinct expertise to this partnership. The CEO sets the overarching strategy and vision. The CHRO ensures employees are equipped with the tools and training to thrive. And the CMO, with their skill in designing emotionally resonant, multi-touch experiences, brings the brand to life inside the organization, connecting EX to customer outcomes. In a moment when talent, trust, and transparency are critical to future performance, this is the foundation for future-ready, growth-driven organizations.
Issue 3 - Brandpie Energy 29
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