Why it’s time for CMOs to lead company culture

MaryLee Sachs at Brandpie argues that Chief Marketing Officers are uniquely positioned to take the lead in shaping corporate culture

 

For years, I’ve watched the CMO role swell under the weight of ever-expanding expectations: digital, CRM, social, personalisation, analytics, AI – the list keeps growing. And now, there’s a new, urgent demand being placed on marketing leaders to shape company culture.

 

At first glance, this may seem like a stretch. Shouldn’t culture fall to HR? Isn’t internal engagement outside the CMO’s remit? But in my conversations with marketing leaders, CEOs, and board members, one theme emerges repeatedly: the very companies seeking growth are the ones beginning to understand that internal culture isn’t a fluffy side issue; it’s a competitive differentiator.

 

And CMOs are uniquely positioned to own it. In our latest report, we spoke to 50 senior marketing leaders across industries, and the message was clear. What began as an exploration of a rising trend quickly revealed something far more significant: a shift in how CMOs view the intersection of brand and culture, and a sense of urgency and momentum around who should own that.

 

These marketing leaders aren’t simply adapting to change; they’re helping to drive it. Their insights offer a compelling case for why it’s time for CMOs to take the lead in shaping culture, supported by a coalition of C-suite peers who understand that brand begins on the inside.

 

 

Marketing’s identity crisis

It’s no secret that the role of the CMO has an identity problem. In some organisations, it’s seen as a cost centre, easy to cut during lean times. In others, it’s siloed under operations, legal or finance, losing its strategic edge. In extreme cases, the role is eliminated entirely.

 

We’ve seen this play out with global brands. Starbucks, for instance, dropped its CMO title but with a twist: the new CEO was a former CMO. Coca-Cola did the same, only to bring the role back. And Starbucks has since brought in its first global chief brand officer. These bounce-backs underscore a truth I’ve witnessed repeatedly: organisations get rid of CMOs only to realise the void is real and costly.

 

What’s often missing is a clear connection between marketing and business performance. CMOs are now speaking the language of growth and results and inheriting more responsibility, including that of culture building. Yet many CEOs still aren’t clear on what marketing is accountable for and, in turn, whether their CMO is delivering.

 

This misalignment isn’t just frustrating, it’s risky. When CMOs aren’t deeply connected to the business, we lose both our window to the customer and an opportunity to apply marketing’s sharpest skills inwards.

 

 

Culture is the next differentiator

Today’s forward-thinking CMOs are pivoting to bring their expertise in storytelling engagement and experience design to shape culture from within. Those navigating the shift well, to turn it into a strategic opportunity, are playing a meaningful role in four key areas.

 

Firstly, recruitment marketing. In today’s competitive talent market, it’s not enough to be known; you have to be desired. CMOs understand brand-building better than anyone, and they can apply those same principles to talent acquisition. They know how to create emotional resonance, communicate purpose, and shape perceptions. In many ways, they’re better equipped than HR to tell the story of why someone should join an organisation and stay there.

 

Internal communications is another area ripe for reinvention by the CMO. Too often, it’s reduced to top-down updates and boilerplate emails. But what if we applied the same rigour we use externally? Imagine storytelling, digital campaigns, and data-led insights used to inspire and engage employees, not just customers. This is marketing’s toolkit, applied inward to drive stronger connections and alignment across the organisation.

 

Then there’s the cultural narrative. Every organisation has one, but not all are consistent in championing culture. CMOs are stepping in to change that. They are, after all, the chief storytellers. Why should that stop at the company door?

 

Finally, there’s experience integration. The disconnect between what a brand promises and what it delivers, whether to customers or employees, can erode trust quickly. CMOs are in a position to ensure alignment across every touchpoint. This isn’t about taking over HR or operations; it’s about collaborating to ensure consistency between the external message and the internal reality.

 

 

From brand leader to business leader

In my ongoing conversations with CMOs, I’m hearing that many are already on this journey. They tell me their roles now include responsibilities for talent, culture, and even operational technology. It’s a tall order. But it’s also a sign of trust, and a chance to lead more holistically.

 

To succeed, CMOs must stop thinking of themselves purely as marketing executives and think of themselves as business leaders first. That means speaking the language of the CFO. That means understanding operational challenges, talent dynamics, and revenue strategy. It means having a seat at the executive table and not just to protect the brand, but to shape the future of the business.

 

The best CMOs I know aren’t obsessed with campaigns, they’re obsessed with impact. And they have strong second-in-commands running the day-to-day marketing engine, so they can focus on cross-functional leadership.

 

 

A tipping point

This isn’t the time to shrink the CMO role. It’s time to reimagine it and elevate its impact on the entire business.

 

CMOs who pivot toward shaping culture, aligning with business strategy, and speaking the language of growth will ensure their seat at the leadership table, where they’ll become indispensable to the organisation’s future. 

 

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MaryLee Sachs is US CEO at Brandpie

 

Main image courtesy of iStockPhoto.com and Nastassia Samal