Chief marketing officers are being held accountable for business growth despite lacking control over many of the decisions and organisational structures needed to achieve it, according to new research from TikTok and Uncensored CMO.
The study, The Real 4Ps of a CMO, found that many marketing leaders are being asked to generate revenue, prove commercial impact and steer organisations through disruption, while only having direct control over promotion – one of marketing’s traditional four Ps.
Based on an anonymous survey of UK CMOs conducted by System1, the report highlights growing pressure on marketing leaders to do more with fewer resources.
Nearly three-quarters (74%) of CMOs reported growing revenue over the past 12 months, yet fewer than half (45%) saw their budgets increase during the same period.
The findings also point to a growing focus on short-term results.
More than seven in 10 CMOs (72%) said they allocate more budget to short-term performance marketing than long-term brand building, while 56% said it has become harder to make the case for sustained brand investment than it was three years ago.
The research suggests a disconnect between marketing and the wider business remains a significant challenge.
Three-quarters of respondents said their CEO and board could not clearly articulate the company’s marketing strategy, while fewer than half (46%) reported having someone with marketing experience on the board.
Skills and capability gaps are also emerging as a concern.
Strategy was identified as the most commonly missing capability within marketing departments, while almost four in five CMOs said fewer than half of their team were fully trained in core marketing fundamentals.
In response, the report proposes a new framework for modern marketing leadership, replacing the traditional marketing mix with four capabilities it argues are essential for growth: Planning, Performance, Persuasion and People.
According to the report, CMOs must increasingly focus on strategic planning, demonstrating commercial performance, building influence with senior stakeholders and developing the skills and culture needed to support long-term growth.
Jon Evans, founder of Uncensored CMO, said marketing leaders are being expected to deliver results without the authority or investment required to succeed.
“Marketing can be transformational, but CMOs are being held accountable without being given sufficient control, investment or authority,” he said.
“They are expected to drive growth while spending too much of their time fighting for the conditions that make growth possible.”
He added that the role of the CMO is evolving beyond traditional marketing responsibilities.
“The answer is not to retreat into the marketing department. CMOs need to become visionaries, commercial operators, internal politicians and leaders.”
Isobel Sita-Lumsden, global head of business marketing at TikTok, said the research highlights how marketing leaders are adapting to an increasingly complex business environment.
“We wanted to uncover the uncensored truth about what it means to be a CMO,” she said. “Despite the pressures they face, today’s CMOs are continually evolving. They are expanding their influence beyond traditional marketing responsibilities and developing the capabilities needed to drive business success in a rapidly changing world.”
“The most successful CMOs are not simply responding to change, they are helping shape it.”