New CMO Study: CEO Trust Rises, But Strategic Influence Drops
ORIGINALLY PUBLISHED In Forbes
By: Roger Dooley
New research reveals a concerning disconnect between improved CEO-CMO relationships and declining business impact ratings. The fourth annual CEO Study on Marketing and the CMO from Boathouse show a paradoxical shift in how chief executives perceive their marketing leaders. While CMOs have gained significant ground in relationship-building and leadership traits, they're simultaneously losing ground where it matters most to CEOs: driving business growth.
The Trust Dividend Isn't Paying Off
The longitudinal study, which surveyed 150 CEOs from top U.S. companies in early 2025, reveals both encouraging trends and alarming disconnects.
On one hand, CEOs are increasingly recognizing their CMOs as "best in class," with this designation jumping dramatically from 21% in 2021 to 45% today. On the other hand, when it comes to actually driving growth—the top priority for virtually all CEOs—CMO performance ratings have declined significantly.
The findings show that CMOs have achieved impressive gains in soft power measures:
76% of CEOs now recognize their CMO's commitment to the organization over self-interest (up from 44% four years ago)
56% say their CMO "supports me in driving my long-term vision" (up from 31% last year)
50% report having "great confidence" in their CMO (up from 30% last year)
Despite this good news, CEO ratings for CMOs have declined in critical business areas:
"Ability to drive company growth" dropped to 19% (from 31% last year)
"Ability to translate company goals to marketing goals" fell to 24% (from 35%)
"Relationship/trust with C-Suite" decreased to 27% (from 43%)
This is a dangerous situation for CMOs. They’re liked by their CEOs, but not moving the needle on what CEOs care about most. That gap creates vulnerability.
Half of CMOs Still Not Core to Growth Strategy
Perhaps most concerning for the marketing profession is that despite four years of effort to elevate the role, half of CEOs still view their CMOs as peripheral to the company’s growth strategy. The study found that 49% of CMOs are kept at a distance in an executional or operational role rather than being central to strategic growth decisions.
This positioning gap comes at a time when CEOs report being relentlessly focused on growth and profitability. Clearly, it’s important for marketing leaders to demonstrate their value in these areas.
The Risk Averse, Bureaucratic CMO Problem
The study also reveals a surprising perception that may explain part of the disconnect: Half of CEOs believe their CMOs are "playing it safe." This perceived lack of boldness comes alongside a 13% drop in high grades for "innovation/generating new ideas" compared to the previous year.
Even more troubling is the “Bold vs. Bureaucratic” split. The percentage of CEOs who rated their CMOs as “bureaucratic” jumped to 43%, up from 27% a year earlier.
In today’s disruptive business environment, CMOs who are seen as cautious rather than bold and innovative risk being sidelined. To me, the data suggests too many marketing leaders are optimizing relationships instead of pushing boundaries and driving change."
AI Integration Falling Behind
The report delivers another reality check for marketing leaders: Marketing AI adoption has dropped significantly, falling well behind Customer Service and Operations. Less than half (41%) of CMOs earned top grades ("A" or "B") for their AI integration capabilities.
On the plus side, there is evidence of a strategic shift in how marketing is applying AI, moving away from Content and Creative uses toward Analytics, Customer Experience, and Strategy initiatives.
A Third Of CMOs Could Be CEOs?
Despite the concerns many CEOs have about their CMOs role in strategy, the study found that one out of three think their CMO could step into a CEO position in the future. The other two don’t see their CMO in that role.
Is the glass one-third full or two-thirds empty?
The report doesn’t supply data from previous years for this question so we don’t know if the number of CMOs thought to be CEO material is increasing or decreasing. But, a McKinsey study found that only 4% of CEOs at Fortune 250 companies had previously held a CMO-type role. By that standard, support from a third of CEOs seems promising. And, the positive outlook is bolstered by another study of Fortune 500 companies that found ten percent of CMOs leaving their jobs did so to become CEOs.
The Existential Threat To CMOs Persists
While the relationship improvements are encouraging, the position remains precarious for some marketing leaders. The study found that 14% of CEOs have considered eliminating the CMO position entirely, and 30% have recently changed or are considering changes to CMO reporting relationships.
What CMOs Should Do Now
The report's findings suggest several critical priorities for forward-thinking CMOs:
Bridge the growth gap: Focus relentlessly on demonstrating marketing's contribution to business growth through metrics that matter to CEOs: revenue, customer satisfaction/retention, and performance/ROI.
Take calculated risks: Combat the perception of risk aversion by championing bold, innovative initiatives that push organizational boundaries.
Accelerate AI adoption: Catch up on AI integration with a focus on strategic applications that directly impact the business bottom line.
Translate financial goals to marketing impact: Address the concerning increase in CEOs who doubt their CMO's understanding of financial fundamentals (now 39%, up from 31%).
Build broader C-Suite alliances: Don't neglect relationships across the executive team, as trust with the broader C-Suite has declined significantly.
The Bottom Line
The findings present a complex picture for marketing leaders. While the strengthened CEO-CMO relationship provides a foundation for success, it’s not translating to higher confidence in marketing’s impact on growth and strategy. CMOs who fail to bridge this gap risk finding themselves with supportive but ultimately disappointed chief executives.
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