The role of the CMO is at a crossroads. Once central to shaping global brands, marketing leaders must now rebuild credibility with CEOs by proving their impact on business growth.
Back in the 1960s and 70s, the role of the Chief Marketing Officer (CMO) shifted from a peripheral management position to a core seat at the executive table.
The rise of mass media changed the rules and, suddenly, brand-building and market positioning mattered as much as the product itself. Global giants like Procter & Gamble, Coca-Cola, Ford, and IBM gave marketing leaders genuine influence, recognising that brand reputation and market share had become make-or-break factors for business success.
Fast forward to today, and a new McKinsey & Company report paints a concerning picture of what has become of this once-coveted leadership role. Its core finding: CEOs and CMOs are increasingly misaligned on marketing’s contribution to growth - and the gap is widening.
Based on interviews with more than 100 global C-suite leaders, the study highlights a troubling divergence: while 56% of CMOs believe their function plays a central role in business performance, only 28% of CEOs agree.
Robert Tas, McKinsey partner and lead author of the report, describes it as a “perfect storm”:
- “CMOs have created a communication gap with CEOs - too many new metrics, too much jargon, and not enough connection to business outcomes. They’re not speaking the language of the CEO or CFO, and they’ve lost credibility.”
- “Measurement is a mess. We’ve created black boxes with new models every year, and it confuses the C-suite. Add in the explosion of new roles - chief digital officers, chief customer officers - and the CMO is just one piece of a very fragmented puzzle."
These findings are especially concerning at a time when it has never been more important for brands to be rooted in authenticity. To stand out in a crowded marketplace, companies need a clear, compelling marketing strategy - one that reflects leadership vision, cuts through the noise, and genuinely differentiates.
At the heart of that lies the marketing function, and the role of the CMO in particular. Rebuilding alignment, credibility, and influence across the C-suite isn’t just important for marketing; it is essential for business growth.
So, how can this be fixed? Too many marketing teams are still reporting on likes, clicks, and impressions - metrics that carry little weight in the boardroom. To reclaim influence, marketing must be seen as a strategic driver of pipeline, performance, and revenue, and the narrative needs to shift from activity to impact. CMOs are great marketers - but once in that seat, they must be seen as business leaders first.
Tas also points to three things that make a CMO indispensable:
- Learn the business. Know how your company makes money, listen to the earnings calls, and always speak in outcomes.
- Partner with the CFO. If you can’t explain how an increase in brand awareness or customer preference leads to revenue growth, you’ll struggle to be credible.
- Pressure-test everything. Show that every budget spend is validated and accountable - that is what earns trust at the top table.
Just as CMOs stepped up in the 1970s to shape the future of global brands, today’s leaders have the chance to redefine the role once again - not as a support function, but as a driver of long-term business value.
