They seek her here, they seek him there. They seek them everywhere. Have you seen any of them? Behind the sofa, or hidden away under the stair? Nope. Like seeing a Red Admiral fluttering in the meadows in the summer months, CMOs are becoming strikingly rare. At least that is what has been recently reported.

It’s a peculiar time to be in marketing. Once upon a time, the chief marketing officer (CMO) was the crown jewel of the C-suite – a role that commanded respect, drove strategy, and shaped the very soul of a brand. But lately, it seems the CMO is becoming an endangered species. That once common and now lesser spotted butterfly. Business lepidopterists are in mourning, as more and more companies are quietly phasing out the role, leaving many of us scratching our heads and wondering: what on earth is going on?

As someone who has spent decades navigating the labyrinth of corporate marketing, I’ve seen trends come and go. But this one feels different. It’s not just a passing fad; it feels like a seismic shift in how businesses view marketing leadership. And, dare I say, a shift that could have long-term consequences for brands and their bottom lines.

So, why are so many companies bidding farewell to their CMOs? Let’s unpack this mystery.

The blame game: Misaligned expectations

One of the biggest culprits behind the CMO’s demise has to be the ever-widening gap between expectations and reality. CEOs and boards often expect their CMOs to be miracle workers – delivering instant revenue growth, building a bulletproof brand, and mastering every new digital trend, all while keeping costs down. It’s a tall order, to say the least. Most CMOs have a .22 calibre remit for a 34 Magnum commercial world.

But it’s more than that: marketing isn’t a magic wand. It’s a long game that requires patience, investment, and a clear strategy. When CMOs fail to deliver immediate results (often due to unrealistic expectations), they’re quickly shown the door. And in some cases, companies decide to eliminate the role altogether, opting for a more fragmented approach to marketing leadership.

The rise of the generalist commercial leader

Another factor at play has to be the growing preference for generalists over specialists. In today’s fast-paced business world, many companies are looking for leaders who can wear multiple hats – someone who can oversee marketing, sales, customer experience, and product development. Enter the chief growth officer (CGO) or chief customer officer (CCO), roles that are increasingly replacing the traditional CMO.

On paper, this makes sense. After all, marketing doesn’t exist in a vacuum; it’s deeply intertwined with other functions. But in practice, this shift can dilute the focus on marketing and lead to a lack of clear ownership. When everyone is responsible for marketing, no one is truly accountable.

Step back and reflect. Does marketing covering the 4Ps actually exist as a coherent function and practice in any but a few companies anymore? Maybe part of the problem is that in the real world, marketing roles no longer lead on product, pricing or distribution. Increasingly, they are really just focussed on brand building and communications. That’s challenging as a concept for what is taught in MBAs around the world. But I suspect it is much closer to the truth. In which case, many CMOs don’t actually have the remit for the job title. It’s a foible, a classic case of title inflation.

The digital dilemma

Also, let’s not forget the digital revolution, which has turned the marketing and business world upside down. With the rise of data-driven marketing, automation, and now AI, some companies believe they can achieve their goals without a dedicated marketing leader. Why hire a CMO when you can rely on algorithms and analytics to do the heavy lifting?

But as I wrote recently, technology is a tool, not a strategy. It can’t replace the human touch, the creative spark, or the deep understanding of consumer behaviour that a seasoned marketing leader brings to the table. By sidelining marketing leadership, surely companies risk losing sight of the bigger picture.

The cost conundrum

Of course, we can’t ignore the financial aspect. Hiring a CMO isn’t cheap, and in an era of cost-cutting and efficiency drives, some companies see the role as an unnecessary expense. Instead, they’re turning to fractional CMOs – consultants who provide strategic guidance on a part-time basis – or relying on their CEOs to take the reins. While this approach might save money in the short term, it raises questions about long-term sustainability. Can a part-time CMO truly drive the kind of transformative change that businesses need to stay competitive? And can a CEO, with their myriad responsibilities, really give marketing the attention it deserves?

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The way forward

So, what’s the solution? How can companies navigate this brave new world without losing sight of the value that marketing leadership brings? And what should aspiring marketing leaders and CMOs do to futureproof their careers?

First and foremost, we need to redefine the role of the CMO. It’s no longer just enough to be a brand custodian or a creative visionary; today’s CMOs must be data-savvy, tech-literate, and deeply aligned with business goals. They need to speak the language of the boardroom and demonstrate the tangible impact of marketing on the bottom line.

Second, companies must set realistic expectations. Marketing is a marathon, not a sprint. It takes time to build a brand, nurture customer relationships, and drive sustainable growth. By giving their CMOs the time and resources they need, businesses can unlock the full potential of their marketing efforts.

Finally, we need to celebrate the unique value that marketing brings to the table. In a world where consumers are bombarded with choices, a strong brand can be a company’s most powerful asset. And behind every strong brand is a visionary marketing leader.

A personal reflection

As I reflect on this trend, I can’t help but feel a pang of sadness. Marketing has always been my passion, and I’ve seen firsthand the transformative power it can have on a business. But I’ve also seen how easily it can be undervalued, misunderstood, and sidelined.

The increasing disappearance of the CMO role is a wake-up call for all of us in the industry. It’s a reminder that we need to do a better job of demonstrating our value, aligning with business goals, and staying ahead of the curve. Because at the end of the day, marketing isn’t just about selling products; it’s about creating connections, building trust, and shaping the future.

In darkening times, I always take inspiration from the last sentence of Spinoza’s Ethics: Everything great is just as difficult to realise as it is rare to find.

It’s why the best CMOs focus on being the exceptions. They know being the mundane is not good enough. Aspiring to be a saint, not a sinner will always remain a minority pursuit. But isn’t that the challenge? The challenge to join the 1%. Marketing appears to be in a bad state. And everything will get much worse unless each of us does our best.

So, to all the CMOs out there: keep fighting the good fight. Be the hero your business needs. And to the companies considering cutting the role: think twice. Because in a world where change is the only constant, a strong marketing leader might just be your greatest asset, if only you will give them the tools and the remit to do their thing.