Innovation starts with the courage to break existing rules. Just as musicians like David Bowie and The Beatles created new sounds and surprised their audiences, marketers must dare to push the boundaries of their profession. Marketing is not merely a functional department executing processes or hitting KPIs; it is an opportunity to redefine how a company creates value through vision, boldness, and creativity.
Van Mol urges organisations to have rebels in the boardroom: people who do not passively follow trends and technology, but actively spot new opportunities and transform them into impactful actions. In this context, rebellion is not chaotic behaviour, but a strategic mindset that drives real innovation.
Innovation starts with the courage to break existing rules. Just as musicians like David Bowie and The Beatles created new sounds and surprised their audiences, marketers must dare to push the boundaries of their profession. Marketing is not merely a functional department executing processes or hitting KPIs; it is an opportunity to redefine how a company creates value through vision, boldness, and creativity.
Van Mol urges organisations to have rebels in the boardroom: people who do not passively follow trends and technology, but actively spot new opportunities and transform them into impactful actions. In this context, rebellion is not chaotic behaviour, but a strategic mindset that drives real innovation.
“IT isn’t a division, it’s part of the band.”
Van Mol sees every company as a band. Technology is not a standalone department. Just as a drummer or bassist is indispensable to a band, IT, marketing, sales, and product development must work together in harmony. Van Mol compares this to how The Beatles complemented each other, with the sum of their talents being greater than any individual alone.
For modern organisations, this means breaking down silos, integrating teams, and following a shared vision. Only through collaboration and trust can new ideas come to life, making innovation structural, scalable, and sustainable. This requires leadership that is not hierarchical but orchestrating: the C-suite as a band, with each member playing a crucial role.