Giving marketing custody of the customer In today’s world of fragmented customer journeys, organizations need a single leader to act as a chief advocate for customers, removing friction from their journeys by aligning all business functions. With their deep customer insights, marketing leaders are uniquely positioned to take on this role and assume custody of the customer. As the number of customer touchpoints continues to grow, marketing can act as the company’s key integrator, collaborating with leaders from other customer-facing functions, such as sales, digital, and customer support, and with those leading product, services, and finance. Marketing can shape how the brand interacts with its customers from end to end in a way that reflects their needs and preferences at the right price point. Mark-Hans Richer, the executive vice president and CMO of home products company Fortune Brands Innovations, centers customers in every discussion he has with other executives. “People often forget that nothing actually gets sold without a customer buying it,” he says. “It’s the CMO’s job to ensure we have the deep customer insights to strongly guide our decisions across everything we do.” For an integrated approach to succeed, C-suite executives need to truly see marketing as a strategic function that drives business growth. CEOs play a crucial role in shifting these leaders’ perspectives. They can invest in learning more about the core instruments of growth tool kits and deepening their knowledge of modern marketing . And CEOs will likely need to educate themselves. Our analysis of the executive suites of Fortune 250 companies reveals that nine out of ten CEOs don’t have a marketing background. Another necessary shift involves moving away from the common misconception that marketing is primarily a cost function. When times are tough, CEOs and CFOs often instinctively slash media budgets first. But this approach fails to recognize marketing as a growth investment that can help drive revenue by attracting new customers and increasing customer lifetime value (CLV). Investing in AI for marketing , for example, can help scale how companies communicate with customers. Customer-centric companies should ensure that marketing, the custodian of the customer, has a seat at the table. Although many leaders think they are customer-centric, only 15 percent of respondents to the recent McKinsey Growth Leaders Mindset Survey say they consistently incorporate customer input into their decisions. 8 With marketing at the core, these companies can better meet customer needs and fuel long-term growth. Adopting a general-manager mindset Getting other C-suite executives to change their view of marketers is essential. It’s equally important that marketers climb out of their silos and change their own outlook. “People who spend their careers in marketing tend to know their areas very well, but when they become CMOs, the requirements for success fundamentally change,” says Norm de Greve, senior vice president and CMO at General Motors. “They change from being an expert in marketing to becoming a general manager who needs to speak the language of the CEO.” Adopting the mindset of a general manager means thinking of marketing with a broader, more strategic perspective; setting long-term goals; and making data-driven decisions that benefit the entire organization. In essence, marketers should see themselves as key leaders who drive holistic business strategies rather than just executing specific marketing campaigns. 8 “ Achieving growth: Putting leadership mindsets and behaviors into action ,” M cKinsey Quarterly , January 13, 2025. 8 The CMO’s comeback: Aligning the C-suite to drive customer-centric growth