The CMO role is under almost constant scrutiny. However, research from the World Federation of Advertisers (WFA) suggests the longevity of the role and its influence is increasing.
Five years ago, 19% of the global marketers surveyed as part of the WFA’s Marketer of the Future study said the role wouldn’t exist by 2030. In 2025, this figure has fallen to 10%, according to responses from 600 businesses across 25 countries with a cumulative global marketing spend of around $90bn (£69bn).
The research includes 25 interviews from global marketing leaders, including Diageo CMO Cristina Diezhandino and Haleon CMO Tamara Rogers.
Just under half of marketing ‘leaders’ (43%) see C-suite influence as crucial, compared with just 23% of what the WFA describes as ‘struggling marketers’. Almost half (46%) of leading marketers hold leadership influence, such as board level appointments, according to the WFA.
The data also suggests successful marketing leaders are doubling down on core principles, while also embracing transformation.
Only 40% of marketing leaders called CMO, study finds
Many brands can attest to losing focus on marketing’s fundamentals, particularly as new trends emerge.
When asked if their organisation has the marketing fundamentals in place, such as brand building, strategy and creative, more than half (63%) of leading marketers say they mostly or fully have foundations in place.
This is a stark contrast to the 39% of underperforming marketers who say the same.
“The fundamentals of marketing have remained true for decades, says Diezhandino.
“That said, evolving the skills, tools and the way in which businesses adapt the operations behind the fundamentals is critical. Only then can the full potential of brands be unleashed and opportunities for growth unlocked.”
When asked about business priorities with regards balancing fundamentals with new developments, 75% of high performing marketing leaders say they are striking a balance.
Again, this is ahead of the 59% of underperforming marketers who are aiming for a balance.
Future priorities
Similarly, successful leaders are showing more clarity when it comes to balancing the long and short, according to the WFA data, which finds they are 11% less concerned about short-term pressures than less high-performing businesses.
The performance gap is also highlighted in how brands are approaching growth opportunities. Over two-fifths (43%) of top marketers prioritise consumer and marketing insight, compared to just a quarter (24%) of struggling brands.
Many marketers complain about silos in their businesses and the lack of joined up thinking between different teams. However, 97% of ‘competitive’ leaders cite fast-decision making and cross-team collaboration as critical for success, while 78% also recognise cross-functional integration as essential.
Meanwhile, the implementation of AI and new technologies in marketing teams is something many leaders haven’t quite worked out yet. According to the WFA, just 29% of ‘competitive’ leaders cite transformational change in people and tech as being extremely important in driving future change.
“We work in a very fast-paced industry beholden to new technologies and fast-changing consumer habits, so it’s sometimes easy to get carried away by the shiny and new,” says WFA CEO Stephan Loerke.
“This research is a timely reminder that successful marketers start with the fundamentals; develop a clear strategy, objectives, positioning, target audience and KPIs. That is the bedrock around which to build an organisation and then develop the skills, leveraging new tech to help achieve brand growth,” he adds.
