Tech
This quote perfectly sums up what I've observed working with marketing leaders from different sizes of companies. If you still think of a Chief Marketing Officer as an executive focused solely on advertising campaigns and branding, you urgently need to update that perspective. Today's CMO is a completely different person.
Over the past two years, I've been closely following this transformation. And I can confirm: no senior role is evolving as rapidly as that of CMO. While other executives are gradually adapting to the changes, marketing leaders are undergoing a complete reimagining of their responsibilities.
The data I found researching the subject: 981% of CMOs agree they need more advanced technology skills each year (CMS Wire, 2025: https://www.cmswire.com/digital-marketing/cmo-circle-inside-the-2025-state-of-the-cmo/). This is not just a statistic, it is reality.
Another number that caught my attention: 78% plan to use generative AI for business model changes (PwC, 2025: https://www.pwc.com/us/en/executive-leadership-hub/cmo.html). We're not talking about automating Instagram posts. We're talking about rethinking how companies create value.
And there's more: 70% believe their companies are behind the competition in technology adoption (PwC, 2025: https://www.pwc.com/us/en/executive-leadership-hub/cmo.html). Imagine the pressure this represents.
It's not just about learning new tools. It's about becoming a strategic growth leader who operates at the intersection of technology, data, and customer experience. A combination that, until recently, seemed impossible.
Talking to CMOs from startups to large corporations, I've identified an interesting pattern. Those who are truly making a difference master a unique triad of skills which, until recently, belonged to completely different departments.
First: data fluency.
I'm not talking about knowing how to read a Google Analytics report. I'm talking about understanding data architectures, integrating multiple sources of information, and, most importantly, translating analytics into insights that generate real business results. It's the difference between having data and creating value with it.
Last month, we supported a CMO of an SME, who managed to increase customer LTV by 40% simply by reorganizing the way data from different touchpoints communicated with each other.
Second: technological literacy.
CDPs, CRMs, marketing automation, generative AI, machine learning… the technological arsenal is vast and constantly evolving. More important than knowing each tool is understanding how they integrate to create personalized experiences at scale.
Third: creative thinking and storytelling.
Here's the difference many people forget. Fundamental marketing skills haven't disappeared; they've become even more important. Branding, inspiring narratives, and a deep understanding of human behavior are what transform cold data into emotional connections.
The real challenge? Integrating these three competencies synergistically. Because data without storytelling becomes reports no one reads. Creativity without data results in beautiful campaigns that don't convert. And technology without strategy is an expensive, underutilized tool.
I'll be honest with you: the pressure on CMOs has never been more intenseThey face what I call “paradoxical ROI pressure”: growing demands for measurable results, but many still rely on basic metrics and lack the infrastructure for sophisticated measurement.
Last week, a CMO of a large company told me, "They ask me to prove the ROI of everything, but when I ask for a quote for the tools that would allow me to measure it properly, they say it's too expensive." It's frustrating, but it's the reality for many.
The main challenges I see on a daily basis include:
The technological gap is critical.
70% of companies are behind the competition in adopting new technologies, but there is simultaneous pressure to optimize current investments (PwC, 2025: https://www.pwc.com/us/en/executive-leadership-hub/cmo.html). It's like asking someone to run a marathon wearing shoes with holes in them.
Limited budgets face rising expectations for personalization and premium experiences. (PwC, 2025: https://www.pwc.com/us/en/executive-leadership-hub/cmo.html).
Everyone wants to be treated like a VIP, but few want to pay the price for a VIP experience.
Complex collaboration is another issue. CMOs need to align IT, sales, product, and data—functions with completely different timeframes and priorities. (CMS Wire, 2025: https://www.cmswire.com/digital-marketing/cmo-circle-inside-the-2025-state-of-the-cmo/).
It's like trying to drive a car where each wheel wants to go in one direction.
And there is the speed of change.
New platforms are constantly emerging, demanding a balance between agility and strategic consistency. Yesterday it was TikTok, today it's generative AI, and tomorrow it will be something else we don't even know the name of yet.
The result of all this? CMOs have shorter tenures: 4.2 years versus 4.6 years for other C-level executives (Brands in Action, 2025: https://marcasemaccao.com/2025/06/03/o-futuro-do-chief-marketing-officer-reinventar-ou-manter/). It is no coincidence.
One question that has generated much debate in marketing circles is: Does the title “Chief Marketing Officer” still make sense? I myself have divided opinions on this.
Between 2020 and 2023, while the CMO title grew by 54%, specialized titles exploded: Chief Product Officer grew by 80% and Chief Commercial Officer by 78%. Some companies are literally splitting traditional CMO responsibilities into more specific roles.
Some people are advocating for change. Chief Customer Officers focus on what really matters: the customer. Titles like "Chief Marketing & Strategy Officer" better communicate the expanded scope. Responsibilities and authority are clearer.
But there's also a traditional approach. CMOs are more recognized and understood in the market. They advocate holistic leadership over marketing. They avoid confusion with external stakeholders.
My perspective? Success doesn't depend on the title. It depends on the ability to build relationships, collaborate effectively, communicate value, and generate measurable results. I've worked with terrible CMOs and brilliant Marketing Directors. The title is less important than execution.
To better understand this evolution, it's important to understand how the CMO's role differs from other executives today. Working with different C-suites, I've noticed interesting nuances.
The CMO's primary focus is growth through customer experience and brand building. Current responsibilities include growth strategy and customer acquisition, end-to-end customer experience, market data and insights, customer-centric digital transformation, and ROI on marketing and technology investments.
The CTO focuses on technological innovation and systems architecture. The CEO has overall strategic vision and organizational leadership. The CIO manages IT and internal systems. The CCO works with customer advocacy and relationships.
Interestingly, these roles are increasingly interconnected. CMOs and CTOs collaborate on martech, AI for marketing, and digital experiences. CMOs and CIOs align customer data with IT infrastructure. CMOs and CCOs often overlap—hence the title debate. CMOs and CEOs work in strategic partnership on growth and digital transformation.
The big difference with the CMO? They're the only executive who must balance creativity with data, technology with emotion, and short-term results with long-term brand building. It's this unique complexity that makes the role so challenging and strategic.
The CMO's role will continue to evolve, but some trends are inevitable. And I can say this with certainty because I've seen it happen in practice.
AI as a multiplier: 78% of CMOs will use generative AI for fundamental business model changes, not just automation, but a complete reimagining of how they create value. Last week, I saw a CMO use AI to personalize customer journeys in real time. It's no longer science fiction.
Data as new currency: Personalization at scale will become a baseline expectation, but privacy and trust will be the true differentiators. Whoever can balance personalization with privacy will come out ahead.
Marketing equals growth: The function is definitively evolving from a cost center to a growth engine, with direct responsibility for business results. It's no longer "how much we spent on marketing" but "how much revenue marketing generated."
If there's one skill that defines the CMO of the coming years, it's learning agility. In an environment where change is constant and the pace of innovation accelerates, the ability to learn quickly, adapt, and apply knowledge from one area to solve problems in another becomes a fundamental competitive advantage.
It's not about knowing everything. It's about knowing how to learn everything. Quickly.
For current CMOs: Invest aggressively in continuous skills development. Build strategic cross-functional relationships. Position yourselves as value architects, not just product promoters.
For other executives: Recognize marketing as a core capability, not a support function. Collaborate strategically with modern marketing leaders.
For organizations: structure marketing leadership for the future, not the past.
The truth is this: In a world where differentiation by product or price is increasingly difficult, the ability to create superior experiences and authentic relationships becomes the primary source of competitive advantage.
The journey of evolution is just beginning, and the opportunities are limitless for those who embrace complexity and lead through change.
Here at follow55, we work daily alongside CMOs of startups, SMEs, and large companies, supporting them in this complex transformation of modern marketing. We understand that each business stage presents unique challenges: startups need to build awareness with limited resources, SMEs seek to scale operations while maintaining agility, and large companies face the complexity of transforming established structures.
Our experience with marketing leaders in diverse contexts allows us to offer practical insights on how to balance these three critical competencies, implement technologies strategically, and demonstrate ROI in increasingly pressured environments. Whether you're a CMO navigating your first digital transformation or a seasoned executive redefining strategies at a large corporation, we understand the unique challenges each journey presents.
The evolution of the CMO's role isn't just a trend we observe; it's a reality we experience with our clients every day.
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