A recent Gartner survey found that only 45% of chief marketing officers (CMOs) surpass the expectations of senior executives, even when marketing meets its commercial objectives. The findings, based on responses from 125 CEOs and CFOs, suggest that CMOs face challenges in proving marketing’s strategic value within the C-suite.
The research underscores a disconnect between CMOs and their executive peers. Just 34% of CEOs and CFOs align with CMOs on marketing’s role in driving corporate growth. Additionally, only 22% of senior leaders report having clear accountability from their CMO, and just over half (54%) express confidence in marketing’s ability to demonstrate its value to the business.
CMOs Face Pressure Beyond Performance Metrics
While hitting growth targets remains a fundamental expectation, the survey suggests that meeting numerical goals is not enough. CEOs and CFOs expect CMOs to strengthen their leadership presence, improve collaboration across the executive team, and communicate marketing’s contribution in terms of broader business outcomes.
Sharon Cantor Ceurvorst, VP of Research at Gartner Marketing Practice, noted that CMOs must do more than just deliver results. “To thrive, they must raise their leadership profile in the C-suite,” she said, emphasizing the need for clearer communication and strategic alignment with business objectives.
Failure to meet these expectations carries career risks. The survey found that 69% of CEOs and CFOs would consider dismissing a CMO who failed to deliver on promised results, while 58% cited a lack of adaptability as a critical factor. More than half (54%) said that a lack of respect from peers could also jeopardize a CMO’s position.
A Broader Challenge for Marketing Leaders
The findings reflect a broader issue within corporate leadership: the ongoing struggle of marketing executives to secure a strategic seat at the table. While marketing is often recognized for driving brand growth and customer engagement, its impact on overall business performance is not always well-articulated or understood by other executives.
This misalignment between marketing and other functions has been a persistent issue in the industry. Studies have long indicated that CMOs tend to have shorter tenures than other C-suite executives, with many struggling to transition from tactical execution to strategic influence. The Gartner survey highlights that this dynamic remains a challenge, despite marketing’s role in revenue generation and business growth.
The findings come ahead of the Gartner Marketing Symposium/Xpo, which will be held in London on May 12-13 and in Denver on June 2-4. The event will address marketing leadership challenges, including strategies for CMOs to strengthen collaboration and demonstrate value in the boardroom.
For marketing professionals, the study underscores a shifting mandate. As businesses demand clearer ROI from marketing spend, leaders must prioritize transparent communication with finance and operational teams. The findings align with broader industry trends, where CMO tenures average just 40 months—the shortest among C-suite roles—amid rising pressure to quantify impact.
The disconnect reflects ongoing debates about marketing’s role in an era of data-driven decision-making. With digital transformation accelerating, CMOs are increasingly expected to balance creativity with financial accountability, yet many lack the tools or alignment to articulate their contributions in terms the C-suite values.
Gartner’s upcoming symposiums will address these challenges, offering strategies for marketing leaders to strengthen their influence. For now, the survey serves as a reminder: In an age of budget scrutiny, marketers must align their objectives with organizational priorities—and communicate their wins in the language of the boardroom.