2023

FUTURE-READY CMO

MARKETERS AND THE GLOBAL TRANSFORMATION TOWARD GOOD

RESEARCH REPORT | APRIL 2023

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THE STUDY

In this study, we dove deep into the minds of

marketing leaders to share their insights,

attitudes, pain points, and outlook for the

future. We also wanted to know how their

goals and aspirations align with the overall

goals of the business.

As marketers ourselves, we’re excited to share

this research with you and the marketing

community. This provides the foundation for

marketing industry leaders to come together,

make connections, and grow.

As social, environmental, and economic shifts accelerate, many organizations are looking to marketers to

lead the change that’s needed — inside and outside the business. But being a force for change isn’t always

easy or intuitive.

We conducted the Future-Ready CMO Research Study in partnership with Intuify to find out how

top-level marketers feel about the role they can play in shaping the future, not just for their company or

clients, but for society as a whole.

2023 Future Ready CMO Research Study 2

Executive Summary As social, environmental, and economic shifts accelerate, many organizations are looking to

marketers to lead the change that’s needed — inside and outside the business. But being a force

for change isn’t always easy or intuitive.

We conducted the Future-Ready CMO Survey Study to find out how top-level marketers feel

about the role they can play in shaping the future, not just for their company or clients, but for

society as a whole.

The new normal is constant change. While marketing leaders wear many different hats, they’re always looking forward and most feel prepared to lead their companies into whatever lies ahead.

Responsibility for positive change on a global scale is shifting onto companies, with eight out of 10 marketing leaders now believing that transforming the world requires a fundamental shift in how we do business.

Most CMOs also believe that marketing is a critical component to bringing about change and feel motivated to lean into this transformation. But they need the right mindset and skills to drive this critical evolution.

Marketing leaders are passionate about making a positive impact both within their organizations and in society at large. However, many face a common barrier in CEOs and stakeholders who need to be convinced of the value.

CMOs see marketing as a crucial component for changing the world. They see the biggest barriers to driving change as: navigating volatility, uncertainty, complexity, and ambiguity (VUCA); empowering their teams; and staying abreast of new technologies and consumer behaviors. Now is the time for marketing leaders to choose to be the change.

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Key insights:

Who We Surveyed For this study, we spoke with 58 marketing leaders. Two-thirds (67%) of respondents are chief

experience officers (CMOs) while

one fifth (19%) are partners within

their organizations.

While they’re all dedicated to marketing, a fraction of respondents (16%) oversee other departments at their organization as well, such as operations, technology, employee relations, and more.

Current Position Level

Current Position Level

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Respondent Areas of Oversight

96%

1.5% 1.2% 1.2% 1% 1%

67%

19%

9%

14%

10%

`0%

9%

9%

7%

5%

5%

We also connected with organizations of

different sizes, ranging from 1-10 employees up

to 10,000+. The largest percentage (27%) of

respondents work in an organization with

51-200 employees and roughly another quarter

(23%) work in a company with under 50

employees. One third (30%) are in organizations

with 200-1,000 employees and just under one

fifth (16%) work in companies with more than

1,000.

We spoke with professionals across a variety of

industries. Computer software leads the pack

followed by technology and software, financial

services, and professional and business services.

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Number of Employees at Organization Industry

Question: What is the size of your organization? (n=42)

14%

10%

28%

17%

14%

9%

4%

5%

Question: What industry do you work in? (n=42)

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What Does It Mean to be a Future-Ready CMO?

Nearly all marketing leaders are tasked with thinking about the

future, so what do they think it means to be a “Future-Ready CMO”?

When respondents hear “Future-Ready CMO,” they immediately think of planning. In their eyes, a

future-ready CMO is formulating plans for their organization at least five years out. They understand

new and emerging channels, technological evolution, and how to make the most out of shifting digital

behaviors and trends. If they’re not fully aware of the future, they have the resources to educate

themselves and prepare. A future-ready CMO has an analyst-like, always-learning mindset as well as the

skills to adapt and prepare their team and organization to be technologically, culturally, and socially ready

for the future.

For some CMOs, however, being future-ready implies something that marketing leaders should already

be doing; a CMO is capable of preparing for the future and a new title makes no difference. Others even

believe the CMO role should be split up to reflect the more complex duties of marketing to satisfy all

business challenges.

Every CMO works in the now for the future - brands are a store of future value.

CMO, financial services

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What Does the Future-Ready CMO Want?

Our respondents are highly dedicated marketing professionals, each with their own goals and

aspirations. As marketers, respondents said they strive to constantly add value through their work —

such as generating more revenue for the business, educating internal teams, or giving customers a brand

they love.

Many respondents also talked about the benefits they can bring to the companies they work for. This

includes creating responsible brand values, helping their companies grow, and ultimately moving their

organizations forward through marketing. Meanwhile, some are also focused on the teams they lead.

Many CMOs want to be a catalyst for growth, educating their team members and pushing them to be

their best to create a “high performing and impactful team.”

Other marketing leaders want growth for their teams, their organizations, and even society as a whole.

They hope that their work makes a positive impact in all these areas.

To spark change for good, marketing leaders believe their businesses must change the way they work.

When asked whether they agreed or disagreed with the statement, “In order for us to transform the world, we need to transform business”, four out of five marketing professionals agree.

[I want] to be a positive force in the growth and

development of the people on my team. A reason they grow into the careers that

they want to have.

CMO respondent, healthcare

[My greatest marketing desire is] to deliver

world-class products and consumer experiences for

a company.

CMO respondent, healthcare

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What Kind of Legacy Does the Future-Ready CMO Want to Leave?

The ambitious marketing leaders in this study feel gratified by what they do and want to leave a legacy

they can be proud of, too. For some, this means simply making a mark, such as improving their business or

the industry as a whole. Others want to make an impact on their customers.

Many marketers are challenged by a lack of resources, which is why some want to be known for defying

the odds and accomplishing great things with what they have.

Innovation is also very important to the marketers we spoke with. Whether that means contributing new

ideas and processes to the industry or implementing new strategies, these leaders want to stand out in an

ever-changing landscape.

[My legacy is ] that I helped as many people as possible become better at what they do while finding work/life balance.

Respondent, Computer Software

Others are more focused on satisfying their clients and helping as many people as possible. This includes

supporting team members in reaching their fullest potential — it’s not just about personal success.

“I want to be viewed as an innovator that wasn't scared to try new things and take chances - and that those tactics resulted in massive success.”

Respondent, Technology

2% 4.7% 4.7% 7%

43% 38%

Question: How much do you agree with the following statement, on a scale of 1 to 6: “In order for us to transform the world, we need to transform business.” (n=42)

“I always want to be seen as doing more with less - punching above my weight class - supporting a mission well beyond making money.”

Respondent, Technology

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The CMO’s Role in Business Transformation

When asked about their ability to foster change within their business, the majority of marketers feel

empowered to do so. However, only a fifth (19%) of the audience feels fully vested.

Whether they feel empowered, they do feel responsible. In fact, the majority of respondents feel very or

extremely responsible for leading cultural and business transformation.

Level of Empowerment for Organizational Transformation

Question: How empowered do you feel in your role as a CMO to drive the organizational transformation necessary to lead world-positive change? (n=42)

2.4% 4.7%

12%

38%

26%

19%

Level of Responsibility for Change

Question: On a scale of 1 to 6, how responsible do you feel as a marketer for leading cultural and business transformation? (n=42)

0% 0% 2.4%

12%

47%

38%

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Team’s Ability to Lead Change

For the most part, marketing leaders have confidence in their

team’s ability to create change. However, there’s much room for improvement.

To increase confidence among marketing leaders and their teams, about half (49%) feel they need a better understanding of how to shape new narratives in their environment, followed by training on new business and brand engagement models that drive impact.

Confidence of Marketing Team Skill Set

Question: How do you feel about you and your team's current skill set to lead change into the future? (n=42)

0% 0%

21%

45%

26%

7%

Desired Skills and Training for Change

Question: What skills and training do you feel you and your team will need to lead change? (n=42)

44%

49%

39%

32%

29%

7%

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Leadership and Future-Ready Efforts

Organizations manage leadership and skills development in many different ways, with nearly half (47%)

of marketing leaders collaborating with HR to establish these types of programs. A third (31%) of

organizations have individual leaders who work with HR to establish these programs, though they set

their own agenda, while a small portion (4%) give sole responsibility to HR.

If given the power to influence future-ready initiatives, organizational culture and team development would be the priority among over a third (38%) of the audience. Meanwhile, one fifth (19%) would choose predictive behavior tools and programs followed by global brand community (12%).

Responsibility of Specifying Leadership and Skills Development Programs

Question: Who is responsible for specifying leadership and skills development programs in your organization? (n=42)

Priority Future-Ready Initiatives

Question: If you could personally influence one future-ready initiative at your organization, what would it be? (n=42)

48%

31%

17%

4%

38%

19%

12%

9.5%

9.5%

9.5%

2%

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Top Marketing Pain Points

Marketing leaders have to juggle fulfilling their

primary job functions with preparing their

organization for the future, which can lead to

significant challenges on both the marketing and

transformational sides.

Nearly half (48%) of top-level professionals

struggle with talent development within their

marketing department. Navigating unforeseen

challenges and adapting to new technological

innovations are also common challenges.

Marketing Pain Points

Question: What are your current pain points within marketing? (n=42)

47%

40%

38%

31%

28%

26%

24%

24%

21%

17%

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For the most part, our respondents

feel ready to guide their

organizations into the future no

matter what it brings. While they

have the skill set to adapt to any

situation that might arise, they face

many issues on the road to being

ready for anything.

What’s Holding Marketing Leaders Back?

The sense that the main success metric is consumption, which drives the stock market, will mean we will never have world positive change until we get off this quarterly earnings hamster wheel that is creating overt short-termism at best - and falsifying users /ROI/privacy

practices at worst.

Respondent, financial services industry

Finance seems to be a major

constraint for CMOs. While they

may know the best way to prepare,

budget constraints are preventing

them from getting it done. This

includes money to hire new

employees and fill gaps within the

marketing team. Employee skill sets

are also an obstacle for some

respondents.

I feel confident in the future, but the gaps that I deal with lie with skills

gaps within my employees. If they're not up to speed, then it's difficult for me to expect certain behaviors and

results without having to do much of the work myself.

Respondent, technology and software industry

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Another perceived gap pertains to the organization itself. Some respondents feel their organization’s

priorities may not align with the future, while others think their organization has a narrow mindset,

which also hinders change.

Time is another key issue, particularly in regard to managing it. CMOs have enough to worry about in the

present, so balancing the work that needs to be done can be a struggle. Others are strategically prepared

but feel pressured to constantly keep up with new technological innovations, such as advances in AI, the

Metaverse, and more.

While CMOs face gaps when preparing their businesses for the future, dealing with them is ultimately

part of the process, according to respondents. Being able to maneuver around such gaps and constantly

learn about new technological advances and trends is what helps an organization prepare.

I work in crypto - that is based on a profound belief that the future

needs to be fairer and more inclusive. The traditional

establishment doesn’t want this change - changing that narrative

and narrow-mindedness is our biggest gap.

Respondent, financial services

Accepting the inevitability of gaps is what makes someone

ready.

Respondent, web industry

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Pain Points and World-Positive Change

The majority of companies want to contribute to world-positive change. However, nearly half (48%) of

marketing professionals feel they don’t have time to make the effort because other objectives take

priority. Many also struggle with measuring value to make the case to their CEO or (fellow) C-Suite, as

well focusing primarily on short-term goals.

But it doesn't end there. Another major setback for

CMOs is the decision makers, or other decision

makers, within their organization. Whether it be

the CEO not supporting, empowering, or trusting

the CMO’s propositions, or stakeholders in need of

convincing about the value of enhanced marketing

initiatives, top-level decision makers ultimately

decide what the CMO can and cannot do.

As previously mentioned, some organizations

don’t prioritize future planning, putting things like

short-term profit goals first instead — which can

stand in the way of vital positive change.

“[What holds me back is] convincing other stakeholders

about the business value of enhanced marketing initiatives.”

CMO, construction industry

Empowerment Restraints for Change

Question: What is holding you back from feeling empowered to drive the organizational change necessary to lead your company through world-positive change? (n=42)

48%

43%

31%

26%

26%

12%

7%

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Additional Challenges to Driving Change

Respondents feel that short-term goals are largely negative in their organization because they are

ultimately barriers to positive change. Short-term goals create narrow thinking, often driven purely by

revenue rather than looking at the big picture. As a result, this stands in the way of efforts to lead a

company towards world-positive change and may even give rise to unethical business practices.

While a select few CMOs feel empowered to

drive their organizations to make positive

change, they still struggle to align this with

business goals and to explain compelling future

initiatives to stakeholders.

Others feel less empowered because they believe

a complete company mindset and cultural change

is needed at all levels of the organization. There’s

only so much a CMO can do, and these limitations

have left some respondents feeling that pushing

for positive change isn’t even part of their job.

“[What holds me back is] convincing other

stakeholders about the business value of enhanced

marketing initiatives.”

VP respondent, technology and software

The overall company ethos is not consistent with a mindset toward world-positive change.

C-suite respondent, consumer goods industry

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Leadership and Future-Ready Efforts

Based on the respondents in this study, seven out of 10 CMOs feel held back by a lack of initiative from

their company’s leadership.

The majority of respondents believe their CEOs and stakeholders feel responsible for the future and

acknowledge that initiatives geared toward this kind of thinking will drive business growth. Despite this,

transformation isn’t happening fast enough according to the majority of marketing leaders, creating a

bottleneck for leading the charge.

Responsibility of CEO for Change

Question: Does your CEO/C-Suite feel that the business has a responsibility to lead world-positive change? (n=42)

Do CEOs agree that world-positive initiatives will lead to long-term revenue?

Question: Does your CEO/C-Suite agree that investing in world-positive initiatives will lead to long-term revenue growth and positive outcomes for the business? (n=42)

Question: On a scale of 1 to 6, how much do you agree with the following statement: “Our culture and business practices are not changing fast enough and will require a much more significant commitment from business leaders to accelerate.” (n=42)

19%

81%

29%

71%

0% 7% 7%

16%

38%

31%

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The Future Role of the Marketer

Leadership expectations about the role of marketing changes drastically from marketer to marketer. But

how exactly do marketers think their roles will shift in the near future?

Every marketing professional in this study believes there will be some form of change in their role down the road. And these changes may include new responsibilities spanning outside of general marketing functions, with new roles directly determining a company’s growth and

success, especially when it comes to revenue. In fact, the majority of CMOs (79%) believe they

will have increased responsibility for revenue growth in three to four years. Over half (57%)

believe they’ll be more involved in product definitions and business models as well as bearing

additional responsibility for developing their organization’s internal culture (52%).

Anticipated Role Change in 3 to 4 Years

Question: How do you see your role changing now versus 3-4 years ago? (n=42)

57%

78%

52%

50%

45%

38%

36%

5%

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Major Industry Shifts in the Near Future

Marketers expect their roles to significantly change, but what about the rest of their industries? When

respondents were asked to list the major shifts they expect to see within the next one to five years, they

frequently mentioned technology and changes to the ways marketing is conducted.

Emerging Technology Many of these predicted changes have to do with tech. Emerging technology affects

both how businesses function and how consumers behave. As a result, both sides

struggle with addressing wants and needs. Businesses providing the technology may

not know how to demonstrate the benefits of their product because their consumers

may not know exactly what they need or want.

Marketing Technology With the market becoming increasingly crowded, respondents believe that marketing

technology will reach a point of saturation. Others believe AI will lead to

over-automation of the industry, though some respondents also believe that no level

of AI can match actual human expertise.

Along with the increased reliance on technology comes an increased need for

cybersecurity to protect marketing firms and businesses.

Shifts in Marketing When it comes to the marketing industry, respondents have contrasting predictions.

Some believe there will be a shift to predictive marketing and sales, while others feel

that fragmentation of media will increase, leading to unpredictable marketing and an

inability to measure impact. Some believe organizations must continue to find

authentic and relevant ways to reach their consumers, as expectations will continue

to rise. This will only prove to be more difficult, as respondents also see a rise in

competition in the near future.

Major shifts in technology are coming, and how customers want to use/adapt to those technologies can and will create serious challenges in sales management.

Partner respondent, advertising industry

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Importance of Impact on Brand Community

Another key shift this audience expects to see in the near future is an added emphasis on doing good in

the world. Respondents feel it’s harder than ever for businesses to foster genuine relationships with their

customers, and marketing leaders acknowledge that organizations must push to focus more on improving

society as a whole, whether through giving back or by adopting more ethical processes.

When presented with the statement, “Businesses

that thrive in the future will do so because they

have had a significant positive impact on social and

environmental issues,” only a handful of

respondents (12%) strongly agreed, while a little

over a third (38%) agreed, and another third (33%)

somewhat agreed.

To make this kind of positive change, organizations

will have to reevaluate both their business models

and overall organizational structures to make sure

they’re geared towards more community-focused

growth.

Companies will have to look at hybrid model of CLG (community led growth), PLG (product led growth) and SLG (enterprise sales) in order to stay ahead of competition. This will take a transformational shift in organization design and culture — people, process, technology, programs, accountability, cross-functional initiatives.

CMO, Construction Industry

Question: On a scale of 1 to 6, how much do you agree with the following statement: “Businesses that thrive in the future will do so because they have had a significant positive impact on social and environmental issues.”

.2%

7% 7%

33%

38%

12%

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How are Marketers Preparing for the Future?

To adapt to these anticipated changes, marketers are training themselves and their teams to be experts in

innovation and transformation so they can help the business hone its strategy. When it comes to the

future, some marketers are focused on their teams as they’re the ones who will actively determine the

company’s path. Others are also focused on building agile and curious teams so they can be prepared for

any future need.

Some organizations are planning to be more transparent about their work and what they can accomplish,

both internally and externally. Meanwhile, others are looking for new ways to transform their offerings.

Education is also crucial to preparation, with marketers needing to stay on top of emerging trends.

But the most important part of preparation, according to respondents, is long-term planning.

We are at the precipice of the

industry, so a lot is going to change.

We want to be the category

leaders, so we are spending time

building the brand long-term.

VP respondent, software

Despite uncertainty as well as expected changes in

the industry, marketers have a skill set that equips

them to handle any challenge that comes their

way. Regardless of how marketers plan for future

change, the majority strongly feel that they are prepared.

To further prepare, marketing leaders are

considering participating in a course to help

improve their skills and become a truly

Future-Ready CMO. Should marketing leaders

participate in a Future-Ready CMO course, nearly

half would prefer an all virtual course. The other half would choose a hybrid setting, with a third

preferring a three to four day on-site immersive experience.

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Conclusion

The marketing industry is one of the most

explosive business horizontals today, and

marketing leaders feel they must be prepared

for the future. While some are already working

on that preparation, nearly all know they must

actively work to solve internal bottlenecks and

unforeseen external factors in the future. They

also know they need to communicate value to

the CEO and other stakeholders.

Marketing leaders and their teams must take

steps to shape better narratives in an ever

changing landscape, while also re-evaluating

their individual business models to make a more

meaningful impact on the world.

Future marketing leaders must learn how to

clearly communicate their strategies to both the C-Suite and stakeholders. Juggling

future-focused initiatives with short-term business goals will remain a key challenge.

With continued technological and behavioral shifts, marketers are under pressure to educate

themselves and their teams while balancing the short-term and long-term outlook. Marketers

need support in order to grow the skills, connections, and learning needed to succeed in

changing business for the better—of both the planet and humanity.

Level of Preparedness Among Marketers

Question: Question: How prepared do you feel to define and lead the future of business in your role as CMO? On a scale of 1 to 6. (n=42)

2.3% 0% 7%

16%

43%

31%

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About Future Ready CMO Future Ready CMO is a community committed to helping marketers become a force for constructive

global change. Both a community and series of programs led by a global cohort of top marketers, cultural

transformation specialists, and leadership trainers, Future Ready CMO is focused on helping marketing

leaders usher in a new dynamic where good businesses thrive. The community is here to build the

emotional strength, strategic capacity, and operational techniques needed to handle what’s to come —

and become the change.

futurereadycmo.com linkedin.com/company/future-ready-cmo

2023 Future Ready CMO Research Study 24

About Intuify Intuify is a leading provider of innovative market research and consumer insights, helping large

and small companies understand and connect with their target audience through cutting-edge

survey methodologies. The company uses a range of state-of-the-art research methods to

provide deeper and more accurate insights into consumer behavior and market trends, enabling

businesses to make more informed decisions and drive growth.

intuify.com linkedin.com/company/intuifyinc/