License to lead?

By Beate Rosenthal and Steffen Thiel

Marketing is undergoing a fundamental transformation. Once relegated to the status of a cost center, marketing is now increasingly recognized as a vital engine for growth, brand strength, and innovation. Yet, despite this shift in perception, the influence of marketing leaders at the highest levels of company leadership remains limited. Our new study, conducted in collaboration with the University of St. Gallen and Heidrick & Struggles, explores this paradox in depth. Drawing on the perspectives of over 130 CXOs from a wide range of industries, the study provides a candid look at how marketing is viewed today, what is expected of CMOs, and what it will take for marketing to earn its “license to lead.”

The findings reveal a landscape marked by both opportunity and challenge. While many executives now see marketing as a strategic investment, this recognition has not yet translated into trust or influence at the board or CEO level. Only 40% of CXOs believe that CMOs should have a seat on the board, and just 34% see their current marketing leader as a likely candidate for CEO succession. This gap between recognition and trust is particularly pronounced in sectors where brand and customer experience are not seen as core differentiators.

At the same time, the expectations placed on marketing leaders are rising rapidly. CMOs are expected to deliver measurable business impact across ever more complex channels, demonstrate commercial acumen, master the AI transformation and represent the customer. The ability to speak the language of finance, manage stakeholders across the organization, and partner seamlessly with sales and other functions is no longer optional – it is essential. Despite these rising expectations, marketing budgets remain under pressure. To secure greater budget and influence, CMOs must close the credibility gap with finance and business management by demonstrating clear, measurable ROI and aligning their initiatives with broader business objectives. Our study further highlights that strategic thinking, leadership, and stakeholder management are now the most important skills for marketing leaders who aspire to greater influence.

Technology is accelerating the shift

AI and data-driven decision-making have become central engines for growth, and CMOs are expected to integrate these tools into the business agenda. Additionally, marketing is among the functions most affected by AI transformation, with 64% of executives seeing high potential for automation. Yet, the adoption of AI and martech is not just about efficiency; it is about building trust and demonstrating the ability to drive enterprise-wide growth. CMOs must take ownership of customer data, prioritize high-impact AI use cases, and govern martech investments in a way that aligns with strategic business goals.

Marketing must own the customer strategically

One of the most consistent themes to emerge from our survey is the need for marketing to own the customer strategically. CMOs are increasingly expected to bring forward-looking customer insights into the boardroom and embed them into product development, innovation, and portfolio decisions. This means moving beyond campaign execution and becoming the voice of the customer at the management table. The future CMO must orchestrate across functions, anticipate emerging needs, and translate them into actionable strategies that drive growth.

If you want to understand what it takes for marketing to earn its license to lead and how CMOs can secure their place in the boardroom, download the full study or contact one of our experts to discover the insights shaping the future of marketing leadership.

Register now to access the full study. Furthermore, you get regular news and updates directly in your inbox.