Program Details

Scaling the Value of the CMO

How to Globalize, Modernize and Optimize Enterprise Marketing Operations with Interim CMO Domain Experts and Advisors

Sponsors and Partners:

Sponsors and Partners:


The CMO Council predicts fractional CMO use in large global enterprises will likely grow in 2021 filling essential holes, gaps, functional deficiencies, escalating digital marketing complexities and strategic leadership demands. Interim resources bring on-demand, experienced and mission-ready skills to the table. Time -to-value creation is short and each fractional leader comes with relevant domain expertise, “plug and play” immediacy, proven best practices, as well as a network of executional resources for outsourcing additional work. In partnership with Chief Outsiders and the C-Suite Network, the CMO Council will explore the role, value and contributions of interim marketing advisors and senior staffers. And how they add applied expertise, capability, adaptability and scale to the Office of the CMO.


Chief marketers are stretched and challenged like never before. The global pandemic has disrupted markets, operations and customer behaviors. Agile recovery and new routes to revenue are the new imperatives. Leaner, more digitally proficient marketing organizations with shared purpose and greater productivity are a key deliverable for 2021. Better integrating and leveraging new automation platforms, tools and actionable data insights critical to campaign performance are now an essential CMO mandate.

CMOs also have greater distractions and demands on their leadership and expertise. Markets are consolidating. Consumers have become more digitally demanding in their desire for instant and satisfying omnichannel engagement. Massive shifts are occurring in customer purchasing through both online and physical channels. New cloud and web-native entrants are disrupting and transforming under-performing companies and categories. And global enterprises are re-organizing, shedding, merging or acquiring new assets to compete in a tighter, more unpredictable geo-political and economic environment.

Savvy, seasoned leadership is in short supply and those in the office of the CMO are being challenged by talent turnover, transformation and testing times. Management and boards are looking to marketing leadership for inspired thinking around business recovery, predictable and profitable revenue growth, improved operational capacity and efficiency, effective demand generation and pipeline provisioning, as well as new areas of customer value creation and revenue optimization.

These are tough deliverables for one leader, often having the CMO title but not the territory or authority to effect change and improvements in all areas of customer experience and growth. Indicators of this are the increasing proliferation of specialist chief titles (revenue, growth, digital, data, relationship, commercial, brand, etc.) eroding the CMO’s capacity to operate effectively, seamless and transparently without close collaboration and shared interests. 

Research: Survey & Reports



Curated Facts & Stats

The relevance of artificial intelligence (AI) in digital marketing is growing. According to McKinsey, generative AI’s impact on productivity could add trillions of dollars in value to the global economy. In 2024, marketers should make use of AI-powered technologies to optimise performance.

Source: Marketing Week

With constant change in the marketing, media, and tech landscape, it’s nearly impossible for CMOs to keep up with what the job demands. And let’s add the inherent misalignment between the CEO and CMO around customer obsession to the list of stressors. The good news? CMOs who show up as strategic business leaders don’t just drive results but are viable CEO successors.

Source: Forrester

75 percent of CMO appointments in the first half of 2020 were external hires, a number that jumped to 80 percent between April and June as companies looked for people with skills to “adapt to rapidly changing consumer behavior.”


In the C-suite, CMOs are bringing a lot more to the table than just marketing: 68 percent of senior managers now expect CMOs to be growth drivers.


23 percent of CMOs have an enterprise-wide role and because of the scope of their responsibilities and the organization-wide nature of their impact, marketers with this kind of experience have historically been seen as strong general managers and are often tapped for CEO roles at other firms.


80 percent of CEOs don’t trust or are unimpressed with their CMOs, however 74 percent of CMOs say they believe their jobs don’t allow them to maximize their impact on the business.



Curated Reading

Program Themes

  • Marketing Talent
  • Hiring Practices
  • Role of CMO
  • Cross Functional Alignment
  • Business Intelligence