CCOs And CMOs Must Unite or Risk Failing the CEO’s Vision
Grappling with the increasingly complex external forces of political and economic disruption, technological advances and ever present competitive threats, most CEOs have no choice but to spend the majority of their time focused on external factors. The push for growth often takes center stage, driving reactive strategies and soaking up attention. This forces a wrenching choice: to allow operational issues like workforce, reputation and employee morale to take a secondary focus.
Yet, when these internal foundations are sidelined, it creates a ripple effect, quietly undermining the very transformation strategies leaders are striving to achieve. Communication, both within the C-suite and across the broader organization, often becomes focused on individual or departmental goals, making it harder to rally teams around a cohesive vision and executional strategy.
Add to this, in many organizations the Chief Marketing Officer and the Chief Communications Officer roles are siloed, often leading to distinct interpretations of the CEO’s vision downstream with no clear path for how to operationalize the vision between these two critical functions.
This tension between growth and operations creates a pivotal moment for the CMO and CCO to join forces and build trust with their CEO. By creating a united front that solves for both the explicit goals of growth and the unspoken stressors related to the organization, they can prove a formidable team to advance the CEO’s strategy. According to Boathouse’s 4th Annual CEO study 87% of CEOs have yet to fully realize their transformation strategy. The most successful companies have a singular vision and CEOs today, pulled in too many directions, are searching for C-suite leaders who can interpret and run with that shared vision.
CMOs, typically tethered to growth, may hold an edge in this cycle, with CEOs increasingly praising their grasp of transformation strategies. But there’s a downside: execution falters. Boathouse’s 4th Annual CMO study reveals that nearly 63% of CEOs rate their Marketing capability “average” or “underperforming”—a significant shift from last year’s high. Too often, CMOs zero in on the top-line growth mandate, sidelining the holistic considerations—culture, reputation, morale—that fuel a CEO’s transformation agenda. Enter the CCO, whose expertise can bridge that gap. Further, the partnership counters a growing belief of the CEO and CFO that their senior executives are not effective collaborators . Gartner’s 2024 Gartner Senior Executive Views of CMO Leadership Survey highlighted that only 38% of CEO and CFOs believe that the CMO consistently collaborates effectively with other senior executives. There is tremendous opportunity to upend that belief.
It Starts With Alignment
The critical first step is to align on a shared vision. By joining forces, the CMO and CCO can challenge the CEO’s assumptions and highlight strategic interdependencies, sparking a richer dialogue and ensuring they are working toward the outcomes that matter to the CEO.
From there, they can craft cohesive yet adaptable narratives—vetted with the CEO—that resonate across audiences. The narrative foundation is critical and can create a singular messaging platform. This kind of collaboration and united effort will often be the first signal to a CEO that the team understands and is committed to their strategy.
Once the narrative foundation is in place, it’s imperative that the strategies and executions are connected through joint planning sessions. This has positive returns for both marketing and communication functions. It can allow better resource planning, enable quicker pivots when required and create more impact for both functions.
Beyond their siloed metrics, the CMO and CCO should define cross-functional KPIs that speak the CEO’s language. For example, linking a CCO-led boost in employee morale to a CMO-driven increase in closed sales would be a win-win that proves their combined value.
For both CMOs and CCOs, this partnership is more than a survival tactic—it’s a springboard. CEOs are hungry for advisors who can share and shoulder both the growth obsession and the quiet anxieties that keep them awake at night. By aligning their strengths, the CMO and COO can truly lead their organization forward under the CEO’s vision. As Peter Drucker said - "Management is doing things right; leadership is doing the right things."
